Enhancing team leaders' well-being states and challenge experiences during organizational change: A randomized, controlled study

Nielsen, Karina and Daniels, Kevin (2012) Enhancing team leaders' well-being states and challenge experiences during organizational change: A randomized, controlled study. Human Relations, 65 (9). pp. 1207-1231. ISSN 0018-7267

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Abstract

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.

Item Type: Article
Uncontrolled Keywords: challenge experiences,evaluation,experimental sampling method,intervention,team leaders,teamwork,training,well-being
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Related URLs:
Depositing User: Elle Green
Date Deposited: 30 Jan 2013 09:23
Last Modified: 21 Mar 2019 12:54
URI: https://ueaeprints.uea.ac.uk/id/eprint/41041
DOI: 10.1177/0018726711433312

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