REBT, Leadership & Wellbeing

Organisational culture refers to the shared values, beliefs, norms, and behaviours within an organisation that influence how people communicate and behave in the workplace (Schein & Schein, 2017). Leadership and organisational culture are closely connected because leaders help shape the behaviours, expectations, and values that become embedded within the organisation.

Leadership can be understood as a social and interactive process in which an individual influences and guides others toward shared objectives (Northouse, 2010; Yukl, 2012). Because leaders influence communication, relationships, and workplace expectations, leadership behaviours play an important role in shaping organisational culture and employee experiences. Research has increasingly shown that leadership affects employee wellbeing, engagement, and workplace experiences (Ahmadi et al., 2023).

Several leadership behaviours have been associated with healthier workplace cultures and improved employee wellbeing. These include open communication, trust, employee involvement in decision-making, support during change, professionalism, and care toward employees (Metcalf & Benn, 2013; Men & Tsai, 2016). Hartnell et al. (2016) further explain that leadership and organisational culture communicate which behaviours and attitudes are valued, rewarded, and supported within the organisation. For example, if leaders consistently reward collaboration, respectful communication, and teamwork, employees are more likely to view these behaviours as important and acceptable within the workplace.

This relationship can also be explained through Social Learning Theory, developed by Albert Bandura. The theory suggests that people learn behaviours, attitudes, and emotional responses by observing and imitating others around them (Akers & Jennings, 2015). In workplace settings, employees often observe leaders and colleagues to understand which behaviours are encouraged, rewarded, or discouraged within the organisation.

One psychological approach that may support employee wellbeing and leadership development is Rational Emotive Behaviour Therapy (REBT), developed by Albert Ellis in the late 1950s (Ellis, 1957, 1962). REBT focuses on how thoughts and beliefs influence emotions and behaviours. According to REBT, emotional reactions are often influenced not directly by situations themselves, but by the beliefs individuals hold about those situations (Dryden, 2005). REBT teaches individuals to identify irrational or rigid beliefs, challenge them, and replace them with more rational and flexible ways of thinking.

REBT is often explained through the ABCDE framework:

• A – Activating event

• B – Beliefs

• C – Consequences

• D – Disputing irrational beliefs

• E – Effective new beliefs

For example, an employee receiving criticism from a manager may think: “I must never make mistakes, or I am failing.” This belief may lead to anxiety, stress, defensiveness, or self-doubt. Through REBT, the employee can learn to challenge this belief and replace it with a more flexible belief, such as: “Mistakes are part of learning and improvement.” This may lead to healthier emotional reactions and more constructive workplace behaviours.

REBT may also support leadership behaviours and workplace wellbeing. Instead of reacting immediately to employee behaviour, leaders can try to understand the beliefs and emotions underlying employee reactions. For example, an employee who avoids training sessions may appear resistant or disengaged. However, the employee may actually fear appearing incompetent if they do not learn quickly enough. By responding with empathy, support, and reassurance rather than criticism, leaders may help create a psychologically safer and more supportive workplace culture.

Research also supports the use of REBT within workplace settings. Turner et al. (2024) conducted a study with UK sales professionals who participated in four weekly 20-minute online REBT workshops. Participants learned the GABCDE framework and completed reflective homework exercises to help identify and challenge irrational beliefs. The study found that participants who received REBT reported reduced irrational beliefs, fewer negative emotional reactions, and improved emotional regulation compared to the control group.

Overall, leadership behaviours and organisational culture play a significant role in shaping employee wellbeing and workplace experiences. Supportive leadership, psychologically safe cultures, and evidence-based approaches such as REBT may help organisations create healthier, more resilient, and more engaged workplaces.

References:

Ahmadi, I., Lundqvist, D., Bergström, G., & Mazzetti, G. (2023). Managers’ and employees’ experiences of how managers’ wellbeing impacts their leadership behaviours in Swedish small businesses. Work, 75(1), 57–72.

Akers, R. L., & Jennings, W. G. (2015). Social learning theory. In The handbook of criminological theory (pp. 230–240).

Dryden, W. (2005). Rational emotive behaviour therapy. In Handbook of individual therapy.

Ellis, A. (1957). Rational psychotherapy and individual psychology. Journal of Individual Psychology, 13, 38–44.

Ellis, A. (1962). Reason and emotion in psychotherapy. Lyle Stuart.

Ellis, A., & Dryden, W. (2007). The practice of rational emotive behavior therapy (2nd ed.). Springer.

Hartnell, C. A., Kinicki, A. J., Lambert, L. S., Fugate, M., & Doyle Corner, P. (2016). Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? Journal of Applied Psychology, 101(6), 846–861.

Men, L. R., & Tsai, W. H. S. (2016). Public engagement with CEOs on social media: Motivations and relational outcomes. Public Relations Review, 42(5), 932–942.

Metcalf, L., & Benn, S. (2013). Leadership for sustainability: An evolution of leadership ability. Journal of Business Ethics, 112(3), 369–384.

Northouse, P. G. (2010). Leadership: Theory and practice (5th ed.). Sage.

Schein, E. H., & Schein, P. A. (2017). Organizational culture and leadership (5th ed.). Wiley.

Turner, M. J., et al. (2024). Examining the effects of rational emotive behaviour therapy on irrational beliefs and emotional reactivity of UK-based sales professionals.

Yukl, G. (2012). Leadership in organizations (8th ed.). Pearson