Intro -- Title Page -- Copyright Page -- Contents -- Notes on Contributors -- Introduction -- Chapter 1 Leadership and Safety: A Self-Regulation and Social Learning Perspective -- Safety Leadership: The Current State of Knowledge -- Theoretical Perspectives Linking Leadership to Safety Performance -- Safety Leadership from a Social Learning and Social Exchange Perspective -- Safety Leadership and Self‐Regulation Theory -- Practical Implications for Safety Interventions -- Conclusions -- References -- Chapter 2 Senior Management Safety Leadership Behaviour -- A Framework for Leadership Influence: Signalling Theory -- Examples of Signalling -- Signals of Senior Management Commitment to Safety -- Active Participation in Safety -- Allocating Resources to Safety -- Safety in the Structure of the Organization -- Consistency of Actions and Decision-making -- Summary and Implications -- Conclusion -- References -- Chapter 3 Developing Safety Leadership -- Leadership and Safety Outcomes -- Direct Influences on Safety Attitudes -- Direct Influences on Safety Performance -- Indirect Effect on Performance through Attitudes -- Rationale for Developing Safety Leaders -- Leaders Altering Subordinates' Attitudes -- Leaders Guiding Subordinates' Performance -- Developing Leadership to Improve Safety Outcomes -- Components of Effective Leadership Interventions -- Future Research -- Conclusion -- References -- Chapter 4 The Antecedents of Transformational Leadership and Its Consequences for Occupational Health and Safety -- Consequences of Transformational Leadership: Relationships with Employee Well-Being and Safety -- Employee Well-Being -- Safety -- The Influence Process: Mediation -- Mediators of the Relationship Between Transformational Leadership and Employee Well-Being -- Mediators of the Relationship Between Transformational Leadership and Employee Safety.

Boundary Conditions: Moderation -- Moderators of the Relationship Between Transformational Leadership and Employee Well-Being -- Moderators of the Relationship Between Transformational Leadership and Employee Safety -- Antecedents of Transformational Leadership -- Directions for Future Research -- Concluding Remarks -- References -- Chapter 5 Leading to a Respectful Workplace -- Introduction -- Workplace Incivility -- Outcomes of Incivility -- Leadership and Incivility -- Ethical Leadership -- Antecedents of Ethical Leadership -- Outcomes of Ethical Leadership -- Ethical Leadership Processes -- Boundary Conditions of Ethical Leadership -- Theoretical and Practical Implications -- Directions for Future Research -- Conclusion -- References -- Chapter 6 Leading the Psychologically Healthy Workplace: The RIGHT Way -- A Focus on Leaders -- The RIGHT Way -- Recognition -- Involvement -- Growth and Development -- Health and Safety -- Teamwork -- Conclusions -- References -- Chapter 7 Leadership and Work-Family Conflict -- Employees' Work-Family Conflict: Is it Exclusively Their Problem? -- Work-Family Conflict: A Universal Phenomenon -- Work-Family Conflict and Work-Family Facilitation: Two Different Processes -- Managers' Perceptions of Work-Family Issues -- The Role of the Leader in Creating a Work-Family Culture -- Leadership Styles and Followers' Work-Family Conflict and Facilitation -- Work-Family Policies and Positive Organizational Outcomes -- Avenues for Future Research: Integrating the Leader Level in Work-Family Studies -- Theoretical Challenges -- Methodological Challenges -- References -- Chapter 8 Leaders as Resources: How Managers and Supervisors Can Socially Support Employees Towards Better Mental Health and Well-Being -- Employee Mental Health: The Role of the Workplace -- Employee Mental Health: Support from Leaders.

Social Support in Action: Workplace Mental Health Training for Leaders -- Recognition of Warning Signs -- Identifying Sources of Support -- Providing Support -- Conclusions -- References -- Chapter 9 Destructive Forms of Leadership and Their Relationships with Employee Well-Being -- Introduction -- Conceptualizing Destructive Leadership -- An Overarching Definition -- Destructive Leadership Directed Towards Subordinates -- What About Intent? -- Relationships Between Destructive Forms of Leadership and Employee Well-Being -- Relationships Between Destructive Leadership and Job Satisfaction -- Relationships Between Destructive Leadership and Organizational Commitment -- Relationships Between Destructive Leadership and Emotional Exhaustion -- Relationships Between Destructive Leadership and Psychological Well-Being -- Relationship Between Destructive Leadership and Other Indicators of Well-Being -- Workplace Bullying and its Relationships with Subordinates' Mental and Somatic Health -- Summary of Findings on Destructive Leadership and Well-Being -- Emotional Responses to Destructive Forms of Leadership -- Subordinates' Coping Strategies when Confronted with Destructive Leadership -- Societal and Organizational Measures Against Destructive Leadership and its Outcomes -- Conclusion and Directions for Future Research -- References -- Chapter 10 Leaders Can Make or Break an Intervention - But Are They the Villains of the Piece? -- The Leader as the Driver of Change -- Do You See What I See? Leaders' Attitudes Shaping Employee Attitudes and Intervention Outcomes -- Leaders' Behaviours: Job Crafting to Make or Break Interventions -- Leaders Can Break an Intervention -- Why Do Leaders Break Interventions? Are They the Villains of the Piece? -- What Am I Doing? Leaders' Lack of Personal Resources -- Providing Leaders with the Resources to Make Interventions.

When Training is Not Enough -- A Model of the Leader's Role in Organizational Occupational Health Interventions -- So What Can We Do Differently? -- Concluding Remarks -- References -- Chapter 11 Developing Positive Leadership for Employee Well-Being and Engagement -- Links Between Leadership and Employee Well‐Being and Engagement -- Leadership and Employee Well-Being -- Leadership and Employee Engagement -- What is 'Positive Leadership' - the Kind of Leadership that Enhances Both Employee Well‐Being and Engagement? -- Can Positive Leadership be Developed? -- Success Factors for Positive Leadership Development -- Conclusion -- References -- Chapter 12 Mindful Leadership and Employee Well-Being: The Mediating Role of Leader Behaviours -- Introduction -- Leader Mindfulness Through a COR Framework -- Leadership Styles and Behaviours -- Mindfulness and Transformational Leadership -- Mindfulness and Inspirational Motivation -- Inspirational Motivation and Employee Well-Being -- Mindfulness and Individual Consideration -- Individual Consideration and Employee Well-Being -- Ethical Leadership -- Ethical Leadership and Employee Well-Being -- Mindfulness and Abusive Supervision -- Abusive Supervision and Employee Well-Being -- Practical Implications -- Research Implications -- Conclusion -- References -- Chapter 13 Leading and Developing Health and Safety through Collective Psychological Capital -- Paradigm Shift to Positivity -- Psychological Capital as Outgrowth of POB -- Hope within PsyCap -- Efficacy within PsyCap -- Resilience within PsyCap -- Optimism within PsyCap -- Theoretical Foundations for PsyCap -- PsyCap Research to Date -- Group, Team or Collective Psychological Capital (cPsyCap) -- The Role of Leadership in Collective Psychological Capital Development for Occupational Health and Safety.

The Conceptual Framework of Collective Health PsyCap and Safety PsyCap with Authentic Leadership -- Health Psycap and Well-Being -- Collective PsyCap and Safety PsyCap -- Development Guidelines for Collective Health PsyCap and Safety PsyCap -- cPCI for Health PsyCap and Safety PsyCap: Hope -- cPCI for Health PsyCap and Safety PsyCap: Efficacy -- cPCI for Health PsyCap and Safety PsyCap: Resilience -- cPCI for Health PsyCap and Safety PsyCap: Optimism -- Conclusions and Recommendations -- References -- Chapter 14 'Choose a Job You Love, and You Will Never Have to Work a Day in your Life': A Strengths-based Leadership Approach to Optimal Functioning at Work -- Positive Psychology and the Strengths Movement -- Three Streams of Research on Strengths -- The Gallup Organization -- The Positive Psychology Center -- The Centre of Applied Positive Psychology -- Strengths Identification -- Psychometric Instruments -- Self-Observation and Introspection -- Feedback on Personal Strengths -- Strengths Use and Development -- Strengths-Based Job Crafting -- The 'Me at My Best' Exercise -- Using Signature Strengths in a New Way -- Card Games on Strengths -- Strengths Overuse and Misuse -- Managerial Practices -- Strengths-Based Performance Appraisal -- Strengths-based Team Development -- A Healthy and Performant Workplace is One in which Strengths are Identified and Used -- References -- Chapter 15 Leadership and Mental Illness: Realities and New Directions -- Why Should Organizational Behaviour Researchers Care about Mental Illness? -- Personality Disorders -- Mood Disorders -- Anxiety Disorders -- Mental Health Challenges -- Work Stress -- Alcohol Use -- Sleep -- Moving Forward -- References -- Index -- EULA.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2022. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.