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Open AccessOriginal Article

Facilitating Health-Oriented Leadership from a Leader’s Perspective

Antecedents at the Organizational, Workplace, and Individual Level

Published Online:September 12, 2022https://doi.org/10.1026/0932-4089/a000397

Abstract

Abstract. Health-oriented leadership (HoL) is vital for the improvement of health and an essential part of psychological risk management. However, the relevance of different antecedent factors is unknown. We used data from a Germany-wide online survey with N = 738 leaders. Referring to the JD-R model, we analyzed leaders’ demands and resources that facilitate or impede health-oriented leadership from a leader’s perspective. Moreover, we examined the relevance of contextual factors like branch, company size, and management span. Whereas results show only small differences for contextual factors, we found positive relationships between leaders’ resources, like autonomy and social support, and negative relationships with workplace demands (availability, multitasking) and HoL from a leader’s perspective. At the organizational level, HoL is positively linked to high-performance work practices and health-oriented HRM strategies. From a leader’s perspective, the findings provide evidence for the relevance of favorable working conditions and human resources practices for improving HoL as part of psychological risk management.


Einflussfaktoren von gesundheitsorientierter Führung aus Sicht von Führungskräften. Organisation, Arbeitsplatz und Individuum

Zusammenfassung. Gesundheitsorientierte Führung ist wichtig für den Erhalt der Gesundheit und Bestandteil des psychologischen Risikomanagements. Es gibt jedoch nur wenige Studien zu relevanten Einflussfaktoren. Für die Studie wurden Daten aus einer deutschlandweiten Online-Umfrage mit N = 738 Führungskräften genutzt. In Anlehnung an das JD-R Modell wurden die Anforderungen und Ressourcen von Führungskräften analysiert, die eine gesundheitsorientierte Führung aus Sicht der Führungskräfte erleichtern oder erschweren. Zusätzlich wird die Relevanz weiterer Kontextfaktoren wie Branche, Unternehmensgröße und Führungsspanne untersucht. Während die Ergebnisse nur geringe Unterschiede bezüglich der Kontextfaktoren zeigen, zeigen sich aus Sicht der Führungskräfte positive Zusammenhänge zwischen Ressourcen wie Autonomie und sozialer Unterstützung sowie negative Zusammenhänge mit Stressoren am Arbeitsplatz (Erreichbarkeit, Multitasking) und gesundheitsorientierter Führung. Auf der Organisationsebene zeigen sich positive Zusammenhänge mit high-performance work practices und gesundheitsorientierten Personalmanagementstrategien. Die Befunde belegen aus Sicht der Führungskräfte die Relevanz günstiger Arbeitsbedingungen und personalwirtschaftlicher Praktiken für die Verbesserung gesundheitsorientierter Führung als Teil des psychologischen Risikomanagements.

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