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There is consensus that one of the most important ingredients for successful organizational health interventions is strong leadership (Havermans et al., 2016; Ipsen et al., 2015; Nielsen and Abildgaard, 2013). Leader influence can be direct (as a role with concomitant responsibilities in the intervention process; Nielsen and Randall, 2012), indirect (as an influence on employee behaviors and attitudes towards the intervention; eg Framke and Sørensen, 2015; Ipsen et al., 2015) or diffused (as a broader contextual influence on the intervention implementation; Biron and Karanika-Murray, 2014).

However, empirical studies on the role of leadership in interventions are scarce. One study that aimed to enhance the impact of the leader through a pre-intervention training found no change in employee outcomes (ie job involvement and satisfaction) after the intervention (Nielsen et al., 2010). Beyond an agreement among …