Differences and Similarities Between Leaders and Nonleaders on Psychological Distress, Well-Being, and Challenges at Work

• Published in: Consulting psychology journal 2021-12, Vol.73 (4), p.325-348
• Main Authors: Wallis, Amanda, Robertson, Jeremy, Bloore, Rebecca A., Jose, Paul E.
• Format: Article
• Language: English
• Subjects: Distress; Employee Attitudes; Female; Human; Leadership; Life Satisfaction; Male; Organizational Behavior; Organizational Climate; Social Support; Well Being; Work Teams
• ISSN: 1065-9293; 1939-0149
• DOI: 10.1037/cpb0000214

In the study reported in this article we examined differences and similarities in well-being outcomes (flourishing and satisfaction with life), psychological distress, work and nonwork challenges, and perceptions of organizational support and climate between groups of senior leaders, team leaders, and team members across New Zealand (N = 4,215). Results indicated that nonleaders (team members) reported greater nonwork life challenges, lower flourishing and satisfaction with life, greater psychological distress, and less favorable perceptions of their organizational support and climate compared with team leaders and senior leaders. Team leaders and senior leaders reported more work-related challenges (work demands and poor peer support) and lower satisfaction with their work-life balance. Mediation analysis found that work factors significantly mediated the relationship between leadership status (leader vs. nonleader) and psychological distress, flourishing, and life satisfaction. Findings support the necessity for targeted interventions for different groups within organizational hierarchies. Further, they emphasize the need for proactive and multilevel approaches to building workplace well-being to foster it in all employees regardless of their leadership status. We make recommendations for consulting psychologists to achieve these goals and build psychologically healthy and thriving workplaces. What's It Mean? Implications for Consulting PsychologyIn our study, which builds on previous research, leaders reported higher well-being and lower psychological distress, and they reported different challenges at home and at work than those cited by nonleaders. To improve well-being, consulting psychologists should scope each organization individually to determine strengths and challenges at each leadership level because there is no one-size-fits-all solution. However, based on our mediation models, autonomy, work demands, and peer support may be useful first avenues to explore.