The concept of employee well-being has evolved significantly over the years, shifting from a focus on superficial perks to a deeper understanding of its complexities. According to Mark Crowley, a renowned leadership expert, the key to unlocking employee well-being lies in managerial behavior. In his book, “Lead from the Heart,” Crowley emphasizes that how people feel at work directly impacts their performance (Crowley, 2014). This idea is further explored in his subsequent book, “The Power of Employee Well-Being,” where he argues that true well-being stems from the interactions employees have with their managers.
Crowley’s research suggests that there is a linear relationship between how people feel about their work experience and their performance on a week-to-week basis. He recommends that organizations ask employees to self-assess their feelings about their work experience and correlate it with key performance metrics (Crowley, n. d.). This approach highlights the significance of managerial behavior in shaping the culture of an organization.
As Crowley notes, “The interaction that people have with their boss is generally the culture of an organization as far as people are concerned” (Crowley, 2025). This sentiment is echoed in a Forbes article, which cites Crowley’s views on the importance of managerial behavior in driving employee well-being (Deand ← →
The dynamics of workplace relationships have a profound impact on employee productivity and job satisfaction. Research has shown that employees who feel valued and supported by their managers are more likely to be engaged and motivated (Eisenberger et al., 1986). Conversely, poor management practices can lead to decreased morale, increased turnover rates, and reduced overall performance.
A study by the Harvard Business Review found that employees who reported having a positive relationship with their manager were more likely to be high performers, with 67% of employees citing their manager as the most important factor in their job satisfaction (Gallup, 2015). Effective management is critical in creating a positive work environment, and this begins with self-awareness. Managers who are attuned to their own emotions and behaviors are better equipped to support their employees and foster a culture of trust and respect.
This requires a high degree of emotional intelligence, which has been linked to improved leadership effectiveness and employee outcomes (Goleman, 1995). By prioritizing emotional intelligence and developing managers who can effectively support their employees, organizations can reap significant benefits in terms of productivity, engagement, and retention.
The consequences of poor management can be severe, with far-reaching impacts on both employees and the organization as a whole.
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Crowley’s leadership philosophy—first introduced in his bestselling book Lead from the Heart and expanded in The Power of Employee Well-Being —is …
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