Table 6.
Correlations between health- and development-promoting leadership behavior and indicators of employee well-being.
| German version sample (N = 2,242) | French version sample (N = 386) | English version sample (N = 306) | |||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| WEa | PWB | OSEa | IRR | EE | WE | PWB | OSE | IRR | EE | WE | PWB | OSE | IRR | EE | |
| DL | -0.14 | -0.24 | -0.26 | 0.40 | 0.46 | -0.03 | -0.13 | -0.02 | 0.45 | 0.52 | -0.15 | -0.14 | -0.39 | 0.45 | 0.53 |
| Quantitative overload | -0.12 | -0.21 | -0.17 | 0.37 | 0.44 | -0.03 | -0.15 | -0.01 | 0.46 | 0.52 | -0.11 | -0.12 | -0.32 | 0.44 | 0.52 |
| Qualitative overload | -0.13 | -0.21 | -0.31 | 0.36 | 0.39 | -0.03 | -0.09 | -0.04 | 0.39 | 0.47 | -0.18 | -0.14 | -0.42 | 0.41 | 0.48 |
| DoL | 0.51 | 0.42 | 0.41 | -0.16 | -0.27 | 0.51 | 0.53 | 0.46 | -0.11 | -0.31 | 0.46 | 0.44 | 0.41 | -0.23 | -0.27 |
| Complexity/variability | 0.50 | 0.37 | 0.35 | -0.07 | -0.20 | 0.51 | 0.50 | 0.39 | -0.06 | -0.24 | 0.46 | 0.44 | 0.31 | -0.14 | -0.25 |
| Control | 0.39 | 0.34 | 0.37 | -0.17 | -0.24 | 0.39 | 0.39 | 0.42 | -0.09 | -0.25 | 0.29 | 0.29 | 0.36 | -0.19 | -0.20 |
| Participation | 0.47 | 0.37 | 0.34 | -0.13 | -0.24 | 0.43 | 0.48 | 0.38 | -0.11 | -0.28 | 0.44 | 0.43 | 0.32 | -0.24 | -0.26 |
| Trust in employees’ abilities | 0.38 | 0.35 | 0.35 | -0.20 | -0.26 | 0.42 | 0.43 | 0.39 | -0.13 | -0.29 | 0.36 | 0.32 | 0.42 | -0.20 | -0.25 |
| SoL | 0.40 | 0.39 | 0.26 | -0.22 | -0.30 | 0.41 | 0.48 | 0.30 | -0.18 | -0.30 | 0.52 | 0.49 | 0.30 | -0.23 | -0.35 |
| Instrumental support/information | 0.31 | 0.34 | 0.24 | -0.21 | -0.26 | 0.23 | 0.33 | 0.14 | -0.21 | -0.27 | 0.43 | 0.41 | 0.24 | -0.21 | -0.32 |
| Clarity/transparency | 0.33 | 0.33 | 0.23 | -0.20 | -0.23 | 0.29 | 0.34 | 0.22 | -0.20 | -0.29 | 0.43 | 0.39 | 0.29 | -0.21 | -0.30 |
| Recognition/feedback | 0.37 | 0.33 | 0.24 | -0.17 | -0.24 | 0.42 | 0.46 | 0.38 | -0.09 | -0.24 | 0.46 | 0.44 | 0.23 | -0.23 | -0.32 |
| Conflict management | 0.25 | 0.27 | 0.19 | -0.18 | -0.25 | 0.27 | 0.34 | 0.20 | -0.12 | -0.17 | 0.37 | 0.37 | 0.24 | -0.18 | -0.27 |
| Cooperation | 0.33 | 0.32 | 0.21 | -0.17 | -0.23 | 0.34 | 0.39 | 0.21 | -0.18 | -0.27 | 0.44 | 0.39 | 0.30 | -0.20 | -0.28 |
| Career support | 0.36 | 0.30 | 0.16 | -0.09 | -0.18 | 0.34 | 0.38 | 0.26 | -0.07 | -0.18 | 0.48 | 0.47 | 0.24 | -0.13 | -0.27 |
| Integrity/fairness | 0.36 | 0.37 | 0.29 | -0.25 | -0.32 | 0.33 | 0.42 | 0.21 | -0.22 | -0.31 | 0.43 | 0.42 | 0.23 | -0.22 | -0.31 |
| Care | 0.33 | 0.31 | 0.17 | -0.19 | -0.28 | 0.40 | 0.44 | 0.29 | -0.12 | -0.23 | 0.47 | 0.45 | 0.25 | -0.20 | -0.29 |
| Transformational leadership | 0.45 | 0.39 | 0.27 | -0.18 | -0.28 | 0.41 | 0.46 | 0.24 | -0.12 | -0.23 | 0.45 | 0.46 | 0.29 | -0.17 | -0.26 |
aN = 1,320 because these measures were not used in each of the companies in Germany. DL, demanding leadership; DoL, development-oriented leadership; SoL, support-oriented leadership. WE, work engagement; PWB, positive well-being; OSE, occupational self-efficacy; IRR, irritation; EE, emotional exhaustion. Pearson’s r ≥ 0.08, p < 0.001 (German version sample), r ≥ 0.18, p < 0.001 (French version sample); r ≥ 0.18, p < 0.001 (English version sample).