Existing literature on executive coaching has shown beneficial outcomes for leaders. Indeed, executive coaching can positively affect an individual’s psychological well-being and quality of work life. However, while burnout among leaders is on the rise, to our knowledge no prior study has investigated the influence of executive coaching on the dimensions of burnout and engagement concurrently. Therefore, the aim of the current study is to examine if an executive coaching intervention has positive effects on managerial burnout and engagement. We implemented a ten-week coaching intervention for leaders, where questionnaire data were collected at two time points. Participants (N = 92; Mage = 42; 64% male) were randomly assigned to an intervention or a wait-list control group. Self-reported levels of engagement and burnout were collected at the start of the study protocol (T1) and at the end (T2). Coaching sessions for the intervention group were one hour once per week. The control group did not receive coaching. Repeated measures ANOVAs examined the extent to which the intervention influences the leader’s engagement and burnout. Analyses revealed that all three dimensions of burnout significantly decreased for the intervention group over time while vigor increased. Findings did not reveal an increase in dedication and absorption. Consistent with prior literature, this study supports that executive coaching can improve a leader’s well-being. Specifically, this study shows that an executive coaching intervention can decrease burnout symptoms and increase vigor in leaders. Adding a follow-up survey to the design would allow for further exploration of the intervention on engagement.

Coaching leaders toward favorable trajectories of burnout and engagement

Objective Job satisfaction is an emerging indicator for measuring workers’ occupational well-being; however, this has been poorly studied in managers. We aimed to explore job satisfaction between managers and employees and assess its factors. Methods Data from Wittyfit’s users were collected between January 2018 and February 2020. Volunteers anonymously provided their sociodemographic profile, their sense of job satisfaction, and their psychosocial feelings (ambiance, meaning, organization, recognition, values, work-life balance). Results Data of 10,484 employees and 836 managers were collected. Job satisfaction was higher in managers than employees. All psychosocial factors had an impact on job satisfaction in workers. There was a higher prevalence of satisfied managers than employees. Managerial position and other sociodemographic variables influenced this prevalence. Conclusions Managers seem to be more satisfied than employees. Psychosocial and sociodemographic factors can influence workers’ job satisfaction. 

pdf/the-managerial-role-and-psychosocial-factors-of-job-3vjagz216o.pdf

The Managerial Role and Psychosocial Factors of Job Satisfaction

Well-being of formal leaders: A critical and interdisciplinary review of predictors shaping leader well-being

Innovation centralization and top managers’ psychological well-being: The moderating effects of entrepreneurial passion and organizational identification

The Problem Human resource development (HRD) scholars and practitioners have given considerable attention to the topic of employee well-being; however, scholarship on the well-being of leaders in organizations is fragmented and comparatively understudied. The Solution We conducted an integrative literature review of empirical research on factors that influence leader well-being to synthesize research across various disciplines and generate novel insights that could benefit HRD scholars and practitioners. The findings of this review revealed factors that influence leader well-being at five levels: intra-individual, individual, dyadic/group, organizational, and environmental. We mapped these factors onto a model with mediating mechanisms (i.e., constructive or destructive leader behaviors) and outcomes of leader well-being. Outcomes included short- and long-term psychological, physical, and social outcomes in the domains of work and life in general. The Stakeholders This article contains implications for leaders in organizations as well as HR and HRD professionals interested in cultivating leader well-being.

Must It Be Lonely at the Top? Developing Leader Well-Being in Organizations

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Must It Be Lonely at the Top? Developing Leader Well-Being in Organizations