title: The impact of engaging leadership on performance, attitudes to work and wellbeing at work: a longitudinal study.
abstract: OBJECTIVE
  The purpose of this paper is to examine the relationship between quality of leadership and attitudes to work and a sense of wellbeing at work, and organizational performance.
  
  
  METHODS
  This is a longitudinal empirical investigation, using quantitative methods.
  
  
  RESULTS
  The findings were fourfold: the leadership instrument used was demonstrated to have convergent, discriminant and predictive validity; differential relationships were found between three aspects of quality of leadership and attitudes to work and a sense of wellbeing at work; one leadership
  "engaging with others"--was shown to be a significant predictor of organizational performance; leadership quality as assessed by competencies or "capabilities" did not predict performance.
  
  
  CONCLUSIONS
  The paper presents evidence of: the validity of a new leadership instrument; the differential relationship between leadership quality and staff attitudes to work and their sense of wellbeing at work; and a predictive relationship between leadership quality and organizational performance.
authors: University of Bradford School of Management, Bradford, UK.
authors: Beverly
authors: B
authors: Alimo-Metcalfe
authors: John
authors: J
authors: Alban-Metcalfe
authors: Margaret
authors: M
authors: Bradley
authors: Jeevi
authors: J
authors: Mariathasan
authors: Chiara
authors: C
authors: Samele
mesh_terms: D001291:Attitude of Health Personnel; D017598:Efficiency, Organizational; D006801:Humans; D007588:Job Satisfaction; D007857:Leadership; D008137:Longitudinal Studies; D008605:Mental Health Services; D015279:Organizational Culture; D012044:Regression Analysis; D011795:Surveys and Questionnaires; D006113:United Kingdom; D017132:Workplace / Q000523:psychology*