Senior Executives’ Basic Psychological Need, Satisfaction and Psychological Well-being: Is It Different at the Top?

Marcus Mueller, Geoff Lovell

Research output: Contribution to journalJournal Article

Abstract

Senior executives’ decisions can have a substantial impact on their own lives, their families, their organizations’ workers and employees, and society. This quantitative study (1) investigated the relationship between basic psychological need satisfaction (BPNS) at work and psychological well-being (PWB) in 142 senior executives as antecedent of their decision making and (2) compared the results to two other managerial level samples of 260 managers and 445 employees. The results have implications for theory and practice. Our findings contribute the new theoretical perspectives of differences in the relationship between BPNS at work and PWB by managerial level and senior executives’ gender (‘complementarity effect’). In turn, our research provides evidence for practical organizational applications such as the design and implementation of effective human resource development programs based on BPNS. Our findings further underscore the importance of senior executive psychology as a field of academic inquiry and provide directions for future research focused on further improving senior executives’ optimal functioning.
Original languageEnglish
Pages (from-to)289
JournalManagement and Economics Research Journal
Volume4
Issue number2
DOIs
Publication statusPublished - 2018
Externally publishedYes

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Psychological well-being
Psychological
Employees
Human resource development
Managers
Functioning
Decision making
Psychology
Workers
Complementarity
Family life

Cite this

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