The impact of engaging leadership on performance, attitudes to work and wellbeing at work: a longitudinal study.
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.
Alimo-Metcalfe
Beverly
B
University of Bradford School of Management, Bradford, UK.
Alban-Metcalfe
John
J
Bradley
Margaret
M
Mariathasan
Jeevi
J
Samele
Chiara
C
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*