The impact of engaging leadership on performance, attitudes to work and wellbeing at work: a longitudinal study
Beverly Alimo-Metcalfe1, John Alban-Metcalfe, Margaret Bradley
1University of Bradford School of Management, Bradford, UK.
Purpose:
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.
Design/Methodology/Approach:
This is a longitudinal empirical investigation, using quantitative methods.
Findings:
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
Quality:
"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.
Originality/Value:
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.
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