Impacting Well-Being at Work: A Key Managerial Leader Action Role

Abstract

Mounting evidence indicating both the benefits of well-being and the negative impact of low well-being in the workplace shows that it is becoming increasingly important for managerial leaders to understand and manage well-being at work. Managerial leaders can play a key role in positively impacting their own and others’ well-being. After reviewing some relevant literature, a well-being impactor action role is presented. This action role is implemented through five practices for managerial leaders to execute in workplace settings. The application value and implications of these practices – in practice, policy, research and teaching – are discussed. Some challenges connected to helping managerial leaders and policy makers positively impact well-being at work are offered.