Leadership Style and Employee Participation in Recovery Experiences

Abstract

This study examined the research question, “What relationship exists between leadership style and employee participation in recovery experiences?” Researchers proposed that leadership style contributes to organizational climate and the well-being of their employees. Burnout is a complex organizational phenomenon that diminishes employee well-being and overall organizational productivity. Employee participation in recovery experiences is one avenue leaders can promote to mitigate burnout in employees. The research used a quantitative method with a correlational and cross-sectional survey design. The 52-item survey included demographic questions, the employee’s perception of their leader’s style, and a self-evaluation of the employee’s participation in recovery experiences. The data were analyzed using Spearman’s rank-order correlation and logistic regression was performed to ascertain the effects of gender, age, time in position, and perception of leadership style on the likelihood that employees participate in recovery experiences. The results could not reject the null hypotheses; however, evidence showed that transformational leadership style and transactional leadership style had higher probabilities of promoting employee participation in recovery experiences than passive avoidant leadership style. The study also found a statistically significant, weak negative correlation between gender and employee participation in recovery experiences, revealing that women are less likely to participate in recovery experiences than men. The results of the research identified several things leaders can do to promote employee participation in recovery experiences.