I developed a concise survey instrument to assess 6 qualities in managers from the perspective of their subordinates. Work by Steger, Rosso, and others associates these qualities with greater likelihood of employees finding their work meaningful. In a survey of 586 German employees, I found that those who found their managers high in CAARMA were more likely to experience flow, to find their work meaningful, and to
How do we act toward people who seem different? Those that act with kindness and respect create something wondrous.
Should companies concern themselves with the psychological well-being of their employees? If so, what does that mean for workplace leadership practices?