Leading for Health Panelists: Dr. Joel B. Bennett, Organizational Wellness and Learning Systems Dr. E. Kevin Kelloway, Saint Marys University

Leading for Health

Dr. Joel B. Bennett Organizational Wellness and Learning Systems

Dr. Joel Bennett ~ owls@charter.netLeadWell~LiveWellWorkplace managers and executives can present significant medical savings to an organization through three positive paths of influence:(1) they provide supportive supervision and positive leadership, a known health protective factor in the work environment; (2) they model heart healthy life-styles to associates (role modeling);(3) managers and executives make decisions about providing EAP/health promotion programs. Dr. Joel Bennett ~ owls@charter.netExecutive health is not simply a personal issue; it has collective consequences for all members of any organization who depend upon the strength, experience, skills, and insights of its leaders

One strong, healthy executive in a key organizational position can serve as a primary prevention agent for tens, hundreds, and even thousands of employees who serve under his or her wing. Therefore, the interests of the organization as well as its individual executives are served well by the preventive health management of its executive cadre. (Quick et al., 2002; pp. 41-42)OutlineA Taxonomy for Leader HealthAPEX Study and The Ripple EffectLiterature Review (sample)Apply occupational health to Leader Associate Impact (CVD Research)Job Strain (Demand/Control)Effort-Reward ImbalanceTwo Prevention ModelsLead Well: Heart-Centered LeadershipLive Well: Executive Health Model

Dr. Joel Bennett ~ owls@charter.netTaxonomy: 3 Key distinctionsManagers own health (constructs and measurement)Causal Factors (genetic, social, job, career, life-style)The impact of managers own healthOn his/her performance (engagement)On employees (engagement)Manager Decisions: Factors Impact ee HealthJob Design (Organization of Work)Health Promotion (promote programming)Normative InfluencesExtra-organizational (industry norms, career stage)Intra-organizational (bosses, peers, subordinates)

Dr. Joel Bennett ~ owls@charter.netAPEX-Study Resultswww.apex.gc.caASSOCIATION OF PROFESSIONAL EXECUTIVESOF THE PUBLIC SERVICE OF CANADALeaders tend to attribute personality and lifestyle factors for most healthabsenteeism rather than organizational factors for which they areresponsible. Despite all of the evidence to the contrary, they more oftenpoint to family issues as being the source of work /family conflict. Theeffect of the continuing mis-attribution of causality leads to one-sidedrecommendations to reduce stress focusing on the individual. Moreover, italso create a kind of blame the victim by placing all of the onus onpersonal factors and not acknowledging the major contribution of workplacestructural factors. Dr. Wayne Corneil

Dr. Joel Bennett ~ owls@charter.netAdverse psychosocial work conditions (workload, decision latitude, social support and rewards/recognition) impact executive health and organizational outcomes. Effects are greater on the job control side as opposed to the demand sideThe imbalance in both the demand/control and the effort/reward paradigms were significant risk factors for all outcomes.The negative effects of decision latitude (strain) and the effort reward imbalance were found on health impairment, in particular cardiovascular health and organizational outcomes including absenteeism.APEX-Study Resultswww.apex.gc.ca

Dr. Joel Bennett ~ owls@charter.netThe key determinants for individual executive health are linked to organizational outcomesreduced work performanceincreased absenteeismlower commitmentlower work satisfaction, and increased intent to turnover.

APEX-Study Resultswww.apex.gc.caDr. Joel Bennett ~ owls@charter.net

The Ripple EffectDr. Joel Bennett ~ owls@charter.net9Ripple Effect Literature Review (Sample 1)Leader behavior impacts employee well-being (Gavin & Kelley, 1978; Gilbreath & Benson, 2004).

Workers who felt treated fairly by their bosses have lower CVD risk up to 8 years later (Kivimki et al., 2005).

Inverse relationship between supportive behavior in immediate supervisors and employee ratings of burn-out (Constable & Russel, 1986; Russel, Altmaier, & Van Velzen, 1987; Burke, Shearer, & Deszca, 1984; Seltzer & Numerof, 1988).

When leaders are perceived as concerned, honest, and consistent, their subordinates experience reduced stress (Alimo-Metcalfe and Alban-Metcalfe; 2003).

Employees with emotionally abusive supervisors (e.g., ridicules, blames) have higher levels of depression, anxiety, and emotional exhaustion six months later (Tepper, 2000).Ripple Effect Literature Review (Sample 2)Meta-analysis 73 studies, perceived organizational support (POS): fairness and supervisor supports have greatest relationship: Employees with high POS generallysuffer fewer strain symptoms such as fatigue, burnout, anxiety, and headaches. (Rhoades & Eisenberger, 2002)

Longitudinal study of female hospital workers (doctors, nurses, administrative, and maintenance), 10 locations, managerial practices predicted sickness absence, minor psychiatric morbidity, health status 2 years later (Kivimki, Elovainio, Vahtera, & Ferrie, 2003).

Importantly, across these and other studies no moderator effects for organizational type, suggesting that these effects do not vary by job level, industry, or intra-study site differences.Dr. Joel Bennett ~ owls@charter.netUnderstanding Impact: Applications from CVD studiesJob strain modelHow much do managers have control over subordinates job control and demand?Effort-Reward imbalance modelHow much can managers provide rewards to offset the effort imbalance?Dr. Joel Bennett ~ owls@charter.net

Steinbrecher, S., & Bennett, J.B. (2003). Heart-centered Leadership: An Invitation to Lead from the Inside Out. Memphis: Black Pants Press.To access, click on title link or visit www.instituteofhcl.com

Quick, J.C.,Cooper, C.L.,Quick, & Gavin, J.H.(2003). The Financial Times Guide to Executive Health. London, Prentice Hall.To access, click on title link or search: http://vig.prenhall.com/catalog/academic

Heart-Centered LeadershipDr. Joel Bennett ~ owls@charter.net

Dr. Joel Bennett ~ owls@charter.netContact InformationDr. Joel BennettEMAIL: owls@charter.netPHONE: 817-845-2772ACCESS BOOKS/DVDsRESEARCH STUDYParticipate in LeadWell~LiveWell program30 managers neededPROTOTYPEhttp://207.32.116.96/OWLS/ExecuPrev/index.html