Motivated and efficient, despite a lot of work: a result of healthy leadership

Solutions are sought in the area of leadership: Numerous studies have demonstrated that leadership behavior is one of the most important operational factors influencing employee health. Managers can have a significant impact on the health and performance of their employees: On the one hand, through their direct leadership behavior, and on the other hand, by exerting a positive influence on working conditions.

How much extra work will managers who want to lead healthily have to do? The good news is that not much will change for good leaders! Because healthy leadership builds on good leadership. Surveys and research clearly show which factors are conducive to motivation and performance. The foundation of healthy leadership is formed by results-oriented and inspiring leadership behavior. This is independent of the industry.

Communicate clearly and honestly

Good leadership is based on behavior characterized by clear and honest communication, differentiated feedback, praise and constructive criticism. Good leaders also manage to motivate and inspire their workforce by conveying meaning and pointing out exciting prospects for the future. A good leader likes people and has an appreciative attitude. This is demonstrated by a general interest in and attentiveness to employees. She has confidence in her employees and grants them autonomy and room for maneuver. Goal-oriented conflict resolution is also part of the job description of a good manager.

Good leadership can be learned to a certain extent. That is why it is crucial that people who have the necessary prerequisites are promoted and trained as managers.

Healthy leadership

What else can healthy leadership achieve? The aspect of health needs to be looked at more closely. It is not uncommon for the workplace to play a causative role in mental overload. The supervisor is usually close to the employee and can perceive and react to early warning signals.

Healthy leadership is not about acting as a fitness guru and encouraging employees to exercise more or eat healthier. What is important is to set a good example through reflective behavior when it comes to working conditions: for example, counteracting the accessibility craze, actively promoting breaks, and taking care of one's own health.

Notice warning signals

Managers should consider health impacts when making operational decisions such as workload allocation, and actively seek to protect employees from stress and fatigue. This can be done by targeting resources such as expertise, skills and social support, and by reducing stresses such as time pressure and unclear instructions. Managers keep an eye on their employees. The interested and attentive supervisor notices when an employee is not doing well. He notices warning signs such as the accumulation of short absences, careless mistakes or irritability that signal overwork. The manager who leads healthily notices the signs and addresses them. Based on an appreciative attitude, reasons are clarified together and possible solutions are sought. The individual search for solutions is encouraged, but at the same time support is offered.

Healthy work climate makes it easier to achieve goals

Managers cannot and should not cure burnout or depression in their employees. But they must be attentive and sensitive and know what to do when employees show signs of reduced performance or readiness. That is their responsibility as a health-promoting manager. In addition to sensitivity, they also need good communication skills, which most good managers have as a basic competence anyway.

Healthy leaders are not only rewarded with the attendance of their employees for their conducive behavior. Employees of such leaders are more productive, more committed, more motivated and better bound to the company. They trust their manager, whom they are convinced is benevolent to them. In such a working atmosphere, goals can be better implemented together - even in economically difficult times.

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