Next Generation Leadership: Leaders Who Support Employee Health

Working life is inherently competitive and active. For most industries, speed, efficiency and productivity are important concepts. If these concepts are not managed correctly, they can threaten employee health. It is known that employees may experience burnout, anxiety and depression due to problems arising from their working life, and suicide risk may occur in advanced dimensions.[1] Employee health is very important not only for individuals but also for the development and sustainability of institutions. In recent years, organizations are expected to pay attention to employee health problems and take responsibility for improving and securing employee health for many reasons.[2]^,[3] One of the mechanisms that support employee health is leaders.

Leadership that supports employee health can be defined as leadership that tries to create a workplace culture that promotes health and to ensure employee participation in this system.^[4] In another study, health promoting leadership is defined as both general good leadership and supporting employees in protecting their individual health.[5] These definitions include physical and psychological health. Health-promoting leaders positively impact employee health and contribute to high job satisfaction. It helps to reduce the leave rates taken due to illness. Increases employee motivation and job satisfaction.^{[6],[7],[8],[9]} In addition, employees may have different needs from each other. Supportive and health-promoting leaders are more successful in identifying the needs of employees and contribute to increased job satisfaction and well-being of all employees, even if they have different needs.^[10]

CHARACTERISTICS OF LEADERS PROMOTING HEALTH

Health-promoting leaders have many individual characteristics. First of all, they show sensitivity to health issues and become role models for employees with their own health awareness and motivation.[11] Supportive leaders care about their own health and the health of their team members as much as their business processes. In addition, supportive leaders have a democratic and development-oriented approach. They are sensitive to the thoughts and needs of their employees. They see this approach as part of their job. They plan for the development of their employees in all aspects and give constructive feedback. Characteristics of supportive leaders are listed in the table below. [12]^,[13]

Table 1: Characteristics of Leaders Who Support Health

References

[1] ILO, (2016). Stress at Work: A Common Challenge, (Trans. N_HumaN Consulting). Ankara

[2]Rigotti, T., Holstad, T., Mohr, G., Stempel, C., Hansen, E., Loeb, C., Perko, K.,(2014). Rewarding and sustainable health promoting leadership. Dortmund: Bundesanstalt für Arbeitsschutz und Arbeitsmedizin.

[3] Horstmann, D., and Eckerth, HL (2016). “The need for healthy leadership in the health care sector: consideration of specific conditions for implementation,” in Healthy at Work, eds. M. Wiencke, M. Cacace, and S. Fischer (Berlin: Springer-Verlag), 139–148.

[4] Eriksson, A. (2011) Health promoting leadership: a study of the concept of critical conditions for implementation and evaluation. doctoral thesis. Nordic School of Public Health, Gothenburg, Sweden.

[5] Gurt J., Elke G. (2009). Health-promoting leadership: in Ergonomics and Health Aspects of Working with Computers The mediating role of a corporate health culture, ed Karsh B. (Berlin: Springer-Verlag; ), 29-38.

[6] Nyberg A., Bernin P., theoretical T. (2005) The Impact of Leadership on Subordinates' Health. Arbeidslivsinstitutet. Report number 1; Saltsa – Joint Programme, Stockholm.

[7] Avey JB, Patera JL, West, BJ (2006) The implications of positive psychological capital on employee absenteeism. Journal of Leadership & Organizational Studies, 13, 42–60.

[8] Dellve L., Skagert, K., Vilhelmsson, R., (2007). Leadership in workplace health promotion projects: 1- and 2 year effects of long-term work attendance. European Journal of Public Health, 17, 471–476.

[9] Skarholt K., Andersen T., Antonsen S., Hansson L., Leistad L., Sandsund M. (2012) HSE at Work within Construction and Health Care. Sixth Working on Safety Conference, Sopot, Poland.

[10] Hersey, P., Blanchard, KH, & Natemeyer, WE (1979). Situational leadership, perception, and the impact of power. Group & organization studies, 4(4), 418-428.

[11] Franke F., Felfe J., Pundt A. (2014). The impact of health-oriented leadership on follower health: development and test of a new instrument measuring health-promoting leadership. Zeitschrift Persia. 28, 139–161. 10.1688/ZfP-2014-01-Franke

[12] Yao, L., Li, P., & Wildy, H. (2021). Health-Promoting Leadership: Concept, Measurement, and Research Framework. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.60233

[13] Skarholt, K., Blix, EH, Sandsund, M., & Andersen, TK (2015). Health promoting leadership practices in four Norwegian industries: Table 1: Health Promotion International, dav077. https://doi.org/10.1093/heapro/dav077