Creating Psychologically Healthy Workplaces
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Creating Psychologically Healthy Workplaces

Edited by Ronald J. Burke and Astrid M. Richardsen

Workplaces can often be sources of stress, interfering with both job satisfaction and performance. This book explores ways to combat the factors contributing to an unhealthy workplace by building on the advances in positive psychology and organizational scholarship over the last 15 years.
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Chapter 9: The role and importance of leadership in creating psychologically healthy workplaces

Duygu Biricik Gulseren, Tabatha Thibault and E. Kevin Kelloway

Abstract

American Psychological Association’s psychologically healthy workplaces model includes five organizational practices: (1) employee recognition; (2) employee involvement; (3) employee growth and development; (4) healthy and safety; and (5) work–life balance. Although these practices are recommended to organizations, only leaders have a unique position and power to implement them. This chapter discusses how different leadership models influence employee health and well-being in relation to these five practices. The first section presents the role of effective leadership models (i.e. transformational, R.I.G.H.T, positive, authentic and ethical leadership) and the second section presents the role of ineffective leadership models (i.e. passive and abusive leadership) on employee health and well-being.

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