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Effect of each type of leadership on the mental health of employees (Other (Not Listed) Sample)
Effect of each type of leadership on the mental health of employees Mental health is the great attention of the researchers. According to the literature review, many factors are responsible for improving or affecting mental health. Among these, the most important is the employees' leadership style, which is the focus of our present study. source..
Effect of each type of leadership on the mental health of employees Literature review Mental health is the great attention of the researchers. According to the literature review, many factors are responsible for improving or affecting mental health. Among these, the most important is the employees' leadership style, which is the focus of our present study. * Definitional issue of the significant variables * Mental health: According to the World Health Organization (WHO), mental health may be defined as the state of well-being in which a person realizes their capabilities, can cope with the everyday stresses of life, can work creatively, and is capable of giving contribution in their society (Poli et al., 2020). * Leadership: leadership may be defined as influencing others to recognize and agree about what is required and how to do it, facilitating individuals and overall struggles to fulfill shared aims and objectives (Kotter, 1999). There are four types of leadership. These are: 1 Transactional leadership style. The main focus of this type of leadership is on the exchange and transaction of resources to fulfill significant and necessary work. Rewards are offered for the best performance (Erskine, 2017). 2 Laissez-faire leadership style. They give their employees complete freedom in managing their daily work. These leaders are supportive and uninvolved. This type of leadership is free from the exchange of transactions. These leaders avoid problems and decision-making (Erskine, 2017). 3 Autocratic or Authoritarian leadership style. These are leaders who order their employees for specific tasks. These leaders make their decision without consulting others (Erskine, 2017). 4 Transformational leadership. They inspire their employees and make themselves a role model, and the employees must follow them. They gain the trust and confidence of the employees (Erskine, 2017). * Theoretical background * The situational theory of leadership. This theory suggests that only one leadership style is best in different situations. It depends on leadership and strategies according to the workplace. According to this theory, the most effective leadership style is adopted according to the circumstances and type of work, the nature of the group, and other contributing factors. (Cherry, 2020). * Behavioral theory suggests that only observable, measurable, and objective criteria are necessary for understanding individual behavior and its effects on behavioral changes. This theory elaborates on a person's behavior and pattern of actions. This theory also suggests that individual actions are the consequences of a response to a stimulus (O’Regan, 2013). Some psychological theories, including behavioral theory, suggest that mental health develops along an expected route. For survival, people struggle to adjust themself to their environment. When a person learns maladaptive strategies in new circumstances, issues occur (Miller, 2019). * Correlation of significant variables/research A study was represented by Vonderlin et al. in 2021 to explain how supervisor and employee ratings of health-oriented leadership correspond to each other and to find out which factors are responsible for employees' mental health. They found that supervisor self-rating was significantly correlated with health behavior and not with health awareness and the value of health dimensions. They also explained that supervisors rated themselves significantly higher, while employees revealed mental distress. Based on the supervisor's rating, they did not exhibit those employees' mental health related to their mental distress. Another study was elaborated by Erskine et al. in 2018 to explain leadership style, employee stress, well-being, productivity, turnover, and absenteeism. They examined that in transformational leadership, the employees have an advantage in reducing stress, turnover, absenteeism, and better well-being. They further explained that the consequences are extremely weak in laissez-faire leadership style, autocratic and transactional leadership styles. They also explained that leadership styles affect employees and give more importance and value to the leaders; when leaders communicate inspirationally and clearly, it attracts employees and follows their vision, and they use their total capacity. A corresponding study exhibited by Flovik et al. in 2020 explains how leadership behavior affects the predictability of jobs on employees' mental health. Their findings concluded that leadership behaviors did not moderate the effects of job predictability and future employability on mental health. They further explained that employees engaged in work having fair, empowering, and supportive leadership behaviors had a minimum risk of mental distress. Another similar study was presented by Haar et al. in 2022. They explained that ethical leadership and employee mental health are correlated with each other. Their study reveals that ethical leadership is positively related to all consequences, while organizational trust mediates the effects of work-life balance and the role of anxiety and depression. A study from Iran in 2016, explained by Allameh et al., find out a relationship between the leadership style of administrators and the mental health of employees of healthcare centers of Isfahan University. They explained that there is no significant relationship between administrators' leadership style and the employees' mental health. They also explained that there is no significant relationship between transformational, transactional, and laissez-faire leadership styles and mental health. A corresponding study in 2022 was revealed by Herr et al. to explain the relationship between ambivalence towards supervisors' behavior and employees' mental health. Based on their findings, they explained that there are higher chances of mental illness symptoms in individuals and between the groups with the consistent relationship of ambivalent leadership style. Lu et al., in 2022, presented the relationship between employee mental health and job performance. Elaborated on their findings, based on the collected data from the china sample, they explained that employees' mental health plays an essential role in boosting job performance. They further explained that work engagement and creative actions play positive and mediating roles between job performance and employees' mental health. A similar study was explained by Montano et al. in 2017. They elaborated on the leadership style, followers' mental health, and job performance in different organizations. They find that transformational leadership positively affects the employees' mental health. While destructive leadership style is strongly negatively correlated with the employees' mental health. Furthermore, they also explained that leadership is mediating between job performance and mental health. Pearson presented an article in 2021 explaining transformational leadership's effect on mental health. The researcher explained that there are many benefits to mental health concerning transformational leadership style, and this type of leadership is suggested to be the best one for mental health. A French study elaborated by Lucas et al in 2022, to explain the impact of work stressors and psychosocial perceptions among hospital workers during the COVID-19 outbreak. Findings from their study reveal that all hospital workers suffered from health impact shortly after the first wave of COVID-19 outbreak. There are some stressors of high impact such as work demand, organizational context and work abilities and emphasize the need for risk management. Another corresponding study by Blanquet et al in 2017, conducted in France, to find out occupational status as a determinant of mental health inequities in young people. They find out that occupational status of young individuals is a determinant of mental health inequities. Those young who do not study nor do work, having the vulnerability are the target people of specific social and medical services. References Allameh, S. M., Salimiyan, S., Aboofazeli, M., & Mircholi, A. (2016). The relationship between the leadership style of administrators and the mental health of employees of healthcare centers of Isfahan University, Ir...
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