Must It Be Lonely at the Top? Developing Leader Well-Being in Organizations

Document Type

Article

Publication Date

5-1-2023

Abstract

The Problem: Human resource development (HRD) scholars and practitioners have given considerable attention to the topic of employee well-being; however, scholarship on the well-being of leaders in organizations is fragmented and comparatively understudied. The Solution: We conducted an integrative literature review of empirical research on factors that influence leader well-being to synthesize research across various disciplines and generate novel insights that could benefit HRD scholars and practitioners. The findings of this review revealed factors that influence leader well-being at five levels: intra-individual, individual, dyadic/group, organizational, and environmental. We mapped these factors onto a model with mediating mechanisms (i.e., constructive or destructive leader behaviors) and outcomes of leader well-being. Outcomes included short- and long-term psychological, physical, and social outcomes in the domains of work and life in general. The Stakeholders: This article contains implications for leaders in organizations as well as HR and HRD professionals interested in cultivating leader well-being.

Publication Source (Journal or Book title)

Advances in Developing Human Resources

First Page

73

Last Page

94

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