Effects of Positive Leadership and Flow on Employee Well-Being through the PERMA Lens

This study explored the relationship between leadership and employee wellbeing through the theoretical framework of positive organizational psychology. There is a gap of literature related to the impact positive leadership has, both direct and indirect, on employee well-being. Further, few studies identify specific mechanisms by which the relationship is affected. Using novel scales of measurement, the General Inventory for Lasting Leadership [1] the PERMAProfiler, and the Work-Related Flow inventory [2], the study aimed to address this gap as well as expand the growing peer-reviewed literature base for the novel PERMA-Profiler. This quantitative, survey-based study did not find support for a moderation model of leadership's effect on the relationship between follower well-being and flow (an enhanced state of concentration). Positive leadership did not significantly predict follower well-being, though Vision and Mission was a significant predictor after breaking down the leadership model into sub-scales. Flow significantly predicted well-being. Specifically, intrinsic motivation was the most important flow predictor of extra-role performance. Unexpectedly, post-hoc analysis found a significant, direct relationship between flow and leadership.