Enhancing team leaders’ well-being states and challenge experiences during organizational change

A randomized, controlled study

Bibliographic Data

ID9888715
AuthorsKarina Nielsen (0000-0001-9685-9570, National Research Centre for the Working Environment, corresponding author), Kevin Daniels (0000-0002-8620-886X, University of East Anglia, corresponding author)
Year2012
Volume65
Issue9
Pages1207-1231
Publication date2012-09-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/0018726711433312
OpenAlexW2120018207
LanguageEN
Citations received10
References cited57

When implementing teams, first-line leaders are often responsible for such implementation and their leadership role changes. This change may result in a perceived mismatch between the demands of the function and the leader’s resources. In a multi-method, controlled intervention study, we examined whether training leaders in team management changes their appraisals of the job and preserves their well-being. Data were collected with the Experience Sampling Method from 29 team leaders and survey data were collected from their followers ( N = 233). Multi-level analyses revealed that training increased trained leaders’ challenge experiences and well-being states only where team members reported openness to change. In situations when both trained and non-trained leaders found themselves challenged above their average levels of challenge, they reported better well-being

Function (biology · Intervention (counseling · Line management · Openness to experience · Organizational change · Political science · Public relations · Transformational leadership · Applied Psychology · Behavioral Health and Interventions · Creativity in Education and Neuroscience · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology

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