Corporate Well-being: a game with 3 players (part II out of III)
To continue this theme, let's briefly recall the 3 actors impacting well-being and productivity in a company: the company - the leader - the employee.
In the previous paper, everything or almost everything is mentioned, concerning the company; except that there is often a dichotomy between the intention and the effect - the best example being the fitness subscription: it is demonstrated that the employees who benefit from it are those who... already practice physical activity. So it is clearly a benefit for some, but in no way a "health" approach to work.
The actor "leader(ship)" should be looked at from two angles. The first one, as detailed by Santé Suisse, highlights the crucial role of the leader in finding a balance between resources and constraints (see below) for the people who report to him; this is a managerial role, too often decried in favor of the leader who inspires... but any good leader must first be a good manager; this is a necessary condition, certainly not sufficient, but necessary. The second angle is the one highlighted by the APA, and the positive correlation between the "transformational leader" and the employee's well-being. In short, the transformational leader is characterised by the 4 I's: Idealised Influence: being a role model; Inspirational Motivation: having the ability to inspire and motivate; Individualised Consideration: being authentic and showing feelings; Intellectual Stimulation: constantly challenging his team.
The leader who can manage the balance between constraints and resources will avoid generating stress on his team; the one who also has a "Transformational" attitude will create a kind of bubble around his team, protecting it from the "peaks" of the environment.
But then, for the leader to be at the top of his or her ability to create an environment favorable to the well-being of his or her team members, shouldn't he or she, as a priority, be at the top of his or her personal factors?
By resources, we mean the room for manoeuvre, the comprehensiveness of the tasks, the supportive attitude of the supervisor and the recognition received. Constraints refer to time pressure, task uncertainty, organisational problems, qualitative overwork and social constraints (supervisor and/or colleagues).