This book examines the problems that a “laissez faire” attitude from managers can create in the workplace, as well as the ensuing illness such problems may cause among employees. The book offers new ideas for dealing with these problems and proposes the use of cultural experiences as an active component in leadership development programmes for managers. It presents the findings from a randomized trial to show how cultural experiences can be deployed, and what the effect on employees is. The book discusses health-promoting leadership and key components in cultural activities for the benefit of workplaces from several points of view, offering a historical, social, psychological, biological, educational and organizational perspective. Finally, it presents new theories on empathy in managers, and on employee effects of good/bad changes in manager behaviour.
Table of Content
Introduction: Leadership, Cultural Participation and Health.- Part I: What is the Scientific Evidence for a Relationship between Leadership and Employee Health? Chapter 1: Psychophysiological Mechanisms, with Case Descriptions and Theory.- Chapter 2: Psychosocial Work Stress and Health.- Chapter 3: Leadership Models in Relation to Employee Health.- Chapter 4: Evidence from Intervention Studies.- Part II: What is the Scientific Evidence for a Relationship between Cultural Participation and Health? Chapter 5: Lessons from History.- Chapter 6: Physiological Mechanisms, with Case Descriptions and Theory.- Chapter 7: Empirical Studies.- Part III: What is the Evidence for Employee Health of Cultural Activities in Manager Education.- Chapter 8: Physiological Mechanisms with Case Descriptions and Theory.- Chapter 9: Empirical Studies.
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