Leading Well: A Case Study on the Role of Higher Education Administrators in Advancing Workplace Wellness

This qualitative case study investigated the perceptions of higher education administrators regarding workplace wellness, particularly as adult learners, and examined the factors influencing leadership practices within a university context. The research focused on how administrators conceptualize workplace wellness and their roles in promoting a culture of wellness at the institution. Drawing on Mezirow's 0(1978, 1991) Transformative Learning Theory and Herzberg's (1966) Two-Factor Theory of Motivation, alongside wellness-centered conceptual frameworks, the study explored the relationships between personal wellness, leadership practices, and institutional wellness initiatives. Data was collected through semi-structured interviews with 12 administrators at Newtown University (a pseudonym), representing various divisions and leadership roles, complemented by secondary data analysis of institutional wellness programs and resources. Employing Braun and Clarke's (2022) thematic analysis method, five principal themes emerged: (1) Defining Wellness as Balance Across Multiple Dimensions; (2) Leadership Modeling of Workplace Wellness; (3) Relational Leadership Centered on Empathy and Authenticity; (4) Learning and Development for Wellness-Centered Leadership; and (5) Institutional Structures and Cultures: Workplace Wellness Boosters and Blockers. The findings indicate that workplace wellness, a core value among administrators, is both a personal journey and an institutional imperative that requires intentional integration, investment, and accountability. Despite expanded institutional wellness initiatives and resources, there remains an opportunity to better align efforts by engaging administrators as change agents to enhance a comprehensive culture of wellness. The results have implications for leadership development, institutional planning, and the framing of workplace wellness as an essential organizational value. The research underscores the link between the well-being of leaders and that of employees, demonstrating how the personal experiences and initiatives of administrators can influence the culture of an institution. It contributes to scholarship on adult learning and leadership development and offers a framework for advancing workplace wellness through transformative wellness-centered leadership.