Impacting Well-Doing at Work: A Practice-Oriented Leader Framework

Abstract

Emerging evidence indicating the positive outcomes associated with well-doing behavior in workplace settings makes well-doing a valuable topic for leaders to understand, apply and impact. When engaging in well-doing behaviors managerial leaders help make value-added contributions which benefit others. After reviewing some relevant literature, a practice-oriented framework is presented to operationalize well-doing across four phases. The application value and implications of this framework in policy, practice, research and teaching are discussed. Some challenges connected to helping managerial leaders positively impact well-doing at work are offered. These challenges include finding practical ways to develop well-doing and communicate its importance to policy makers as well as developing additional measurement tools for practitioners to assess their impact when applying well-doing behaviors to benefit others across organizational levels.