Leaders influence a group of individuals to achieve a common goal. A business leader of an organisation nowadays faces a lot of demands that include: long hours of work, regular occurrence of major organisations restructuring, the demanding of the immediacy of response and the two-earner family that creates problems of balance between work and home. 

Today leaders have to face these changes that created key issues for organisations about developing and maintaining well-being in the workplace. 

In our article: How making well-being a priority drives productivity in an organisation? we talk about the importance of well-being for your organisation productivity. 

By that being so important for your organisation to thrive, you have to be aware of your own behaviour and how it affects your collaborator’s well-being. 

So, in what ways your particular leadership behaviour can affect collaborators’ well-being?


In several studies, high-quality leadership behaviour was associated with increased employee well-being. 

A particular study: Leadership styles, mentoring functions received, and job-related stress: A conceptual model and preliminary study, shows that transformational leadership behaviour was positively related to mentoring and negatively related to job-related stress. The positive effects of effective leadership extend to the physical consequences associated with stress. 

In addition, this study also suggests that effective and conscious leadership also helps individuals cope with the stressful aspects of their jobs. 

Leaders also influence collaborators’ well-being through their communication skills. By you, as a leader, contribute to improving safety communication and safety commitment, you are contributing to reducing the incidence of accidents. 

Overall, the data suggest that when leaders actively promote health and safety, organizations experience better safety records and greater positive safety outcomes.


Leaders can also influence workplace health behaviours. Leaders that treat collaborators unfairly may precipitate health-related behaviours, such as lack of sleep.

In fact, poor leadership can predict unhealthy behaviours in collaborators, to the same extent that positive leadership behaviours can encourage healthy style behaviours.

You as a leader, play the main role in your organisation by being the drive yo encourage collaborators to engage in healthy behaviours that help people to have better health and well-being. 

Through your own actions, you perform a communicative role in your organisation, by communicating the importance of health-enhancing activities. 


For example, the study: Fitness and leadership: Is there a relationship?: Regular exercise correlates with higher leadership ratings in senior-level executives suggest that leaders who engage in regular exercise are rated higher on a standardized measure of leadership style. 

Leaders are the ones also that decide the existence of spaces, physical environment, and furniture that promotes collaborators’ health and wellbeing. 

In essence, leaders create the organisational conditions that lead to a host of well-being and health-related outcomes and because of the behaviour of leaders toward individuals or leadership style exerts an influence on collaborators’ well-being related outcomes.  

Leaders are the ones that can more directly activate the most common job stressors: workload and pace, roles stress, career concerns, work schedules, interpersonal relations, job content, and control. 

In doing so, leaders make a direct contribution to individual well-being, by creating the conditions that either promote, enhance, or detract from collaborators’ positive health-related employee behaviour in the workplace. 

That entangles the importance of good, effective, and more integral leadership behaviours are those that are related to what we call “transformational leadership”, that is the essence of “conscious leaders”.

Conscious leaders are the ones that “broaden and elevate the interests of their collaborators and all stakeholders, generate awareness, acceptance of the purposes and mission of the organisation, and stir their collaborators to look beyond their own self-interest for the all, the community and the planet. 

By you want to become a “conscious leader” you implicitly and explicitly tell your people what is important in the workplace, about their work, and about themselves. 

You have to have in mind that you, as a leader, affect collaborators’ experience of job stress, job safety, and engagement in healthy styles behaviours. 

Conscious leaders are transformational leaders, that create a sense of meaning which in turn way translates into enhanced well-being among people.


We are here to help you on your journey for you to become a more conscious leader. Continue to follow our link on the page and visit us at  www.amarnavida.com.

Be healthy, happy, and sustainable. 

Liliana Domingues

Founder and Managing Director

Powered by AMARNA Vida’s team

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