ABSTRACT
This chapter discusses the empirical results based on research that explored employees’ reactions to HRM practices, the quality of working life, line management leadership and well-being at work in a UK’s local government organisation in the North West of England. The key findings from this main research are presented throughout this book and have implications and insights for the academic literature, leaders, managers, practitioners and employees alike. This chapter also presents some empirical findings from 27 semi-structured interviews conducted with managers and employees to ascertain their perspectives regarding their line management leadership approach that is responsive to the promotion of their well-being at work. Managers and employees also shared how they would like to see their line managers’ leadership style improved to promote their well-being at work. Both managers and employees opted for a more ‘people-focused’ humanistic, relational, communicative, involvement, transparency, trustworthiness, compassionate, fairness at work, and dignity and civility at work approach to leadership as appose to their present working life realities.
