When compared to middle- and first-line management, top management and non-managerial leaders across the health and wellbeing industry perceived greater Job Autonomy, the ability to make decisions within the scope of their responsibilities. Plus, they perceived their Work Culture as more organic and participative.
Across organizational and management research, higher Job Autonomy and a participative Work Culture are generally shown to be associated with higher wellbeing. Although top managers reported higher Job Autonomy and participative Work Culture, this study suggests that all sectors can enrich the work experience of middle- and first-line management by increasing their autonomy and meaningful participation and connection at work.
The visual shows how leaders in the health and wellbeing industry reported the level to which they perceived they could influence their day to day activities within their scope of work (I.e. Job Autonomy) by level of leader and industry segment.
This visual shows how health and wellbeing industry leaders by level of leader and industry segment rated their organizational culture from Mechanistic, being very formalized, chain-of-command, with decision making concentrated at the top to Organic, being participative, relaxed, informal, with communication going in all directions.