Enhancing team leaders’ well-being states and challenge experiences during organizational change: A randomized, controlled study
研究通过随机对照实验，检验了团队管理培训对一线领导者在组织变革中挑战体验和幸福感的影响，发现培训效果依赖于团队成员对变革的开放态度。
When implementing teams, first-line leaders are often responsible for such implementation and their leadership role changes. This change may result in a perceived mismatch between the demands of the function and the leader’s resources. In a multi-method, controlled intervention study, we examined whether training leaders in team management changes their appraisals of the job and preserves their well-being. Data were collected with the Experience Sampling Method from 29 team leaders and survey data were collected from their followers ( N = 233). Multi-level analyses revealed that training increased trained leaders’ challenge experiences and well-being states only where team members reported openness to change. In situations when both trained and non-trained leaders found themselves challenged above their average levels of challenge, they reported better well-being.