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Participatory intervention approaches that are embedded in existing organizational structures may improve the efficiency and effectiveness of organizational interventions, but concrete tools are lacking. In the present article, we use a realist evaluation approach to explore the role of kaizen, a lean tool for participatory continuous improvement, in improving employee well-being in two cluster-randomized, controlled participatory intervention studies. Case 1 is from the Danish Postal Service, where kaizen boards were used to implement action plans. The results of multi-group structural equation modeling showed that kaizen served as a mechanism that increased the level of awareness of and capacity to manage psychosocial issues, which, in turn, predicted increased job satisfaction and mental health. Case 2 is from a regional hospital in Sweden that integrated occupational health processes with a pre-existing kaizen system. Multi-group structural equation modeling revealed that, in the intervention group, kaizen work predicted better integration of organizational and employee objectives after 12 months, which, in turn, predicted increased job satisfaction and decreased discomfort at 24 months. The findings suggest that participatory and structured problem-solving approaches that are familiar and visual to employees can facilitate organizational interventions.

This study is an overview of published empirical research on the impact of leaders and leadership styles on employee stress and affective well-being. A computerized search and systematic review of nearly 30 years of empirical research was conducted. Forty-nine papers fulfilled the inclusion criteria, which include the requirements for papers to report empirical studies and to be published during the period 1980 to 2009 in English-language peer-reviewed journals. The studies were mostly cross-sectional (43/49 papers) and examined the impact of leaders’ stress (4 papers), leaders’ behaviours (e.g. support, consideration and empowerment) (30 papers) and specific leadership styles (20 papers) on employees’ stress and affective well-being. Three research questions were addressed. The review found some support for leader stress and affective well-being being associated with employee stress and affective well-being. Leader behaviours, the relationship between leaders and their employees and specific leadership styles were all associated with employee stress and affective well-being. It is recommended that future studies include more qualitative data, use standardise questionnaires and examine the processes linking leaders with employee stress. This may lead to effective interventions.

well-being, stress, leaders, employees

intervention projects, psycho-social work invironment