Leadership and work stress

This dissertation examines the role the behaviors of leaders play in the context of work stress. Recently, the interrelation between the behavior of the leader and its consequences for followers has received growing attention from researchers as well as practitioners. Yet, important research questions remain unanswered. Therefore, this dissertation combines stress-related antecedents as well as stress-related consequences of leader behaviors in face of the full-range leadership behavior pattern (i.e. laissez-faire, transactional, and transformational leadership) to create an integrative model of leadership and to provide a detailed assessment of potential stress-related outcome variables. The dissertation focuses on the extension of findings on the basis of different, innovative measurement approaches to uncover robust effects between leadership and different stress measures. Further, a mediation model of leadership is examined to enable a better understanding of how leaders influence stress levels of their followers. Combined with the specification of when this influence is particularly strong and when it is not, the dissertation provides an encompassing research model in the field of leadership as well as stress research. Three empirical studies were conducted to shed light into this field of inquiry. In the first study leader stress is taken into account to investigate how leader stress influences leader behavior patterns. In the second and third study follower stress is taken into account to scrutinize which behavioral strategies of leaders have a positive impact on the amount of follower stress and which strategies do not or even have an inverse impact. In study two the daily variability of leadership behaviors is highlighted and in study three an objective indicator of stress measurement is implemented. In summary this dissertation extends existing research on stress-related antecedents as well as consequences of full-range leadership behaviors. The contribution to the field is to identify stress-related preconditions of (transformational) leadership behavior to gain a better understanding of the role stress may play in the genesis of leader behaviors within organizations. At the same time, the dissertation offers important insights into stress-related consequences of (full-range) leadership behaviors. Moreover, mediating mechanisms through the lens of the job demands-resources model were outlined to further specify the relation between leader behaviors and work stress. In sum, results show that stress impairs leaders’ behaviors, which has important consequences on followers’ stress levels (on a subjective as well as objective level of measurement). Taken together, the dissertation helps to close current research gaps and to extend knowledge in the context of stress-related antecedents as well as outcomes of supervisor behaviors

Neural Correlates of the Dual-Level Transformational Leadership Model

Introduction/Main Objectives: This study considered neural processes of transformational leadership based on quantitative electroencephalography (qEEG). Background Problems: This research aims at providing biomarkers for effective (i.e., transformational) leadership. Novelty: We considered transformational leadership on a detailed level, namely its individual-focused and group-focused sub-dimensions, to analyze the underlying brain processes. As for the individual-focused sub-dimensions of transformational leadership, we utilized innovation and performance orientation, while for the group-focused sub-dimensions, we choose vision and            team spirit. Research Methods: Fifty-two dyads, consisting of (a) student pairs and (b) supervisor-subordinate dyads, participated in a simulated role-play that was intended to be a performance review while the electrical activity of the brain was recorded. Finding/Results: Results show that the group-focused sub-dimensions of transformational leadership could be positively linked to right frontal lobe coherence and negatively linked to left frontal lobe coherence. Results showed no relation between the individual-focused sub-dimensions and frontal lobe coherence. Conclusion: The results allow for a deeper understanding of the neural processes of transformational leadership and its individual-focused and group-focused sub-dimensions, respectively

Facilitating stress prevention in micro and small-sized enterprises:Protocol for a mixed method study to evaluate the effectiveness and implementation process of targeted web-based interventions

BACKGROUND: Workplace-related stress is a major risk factor for mental and physical health problems and related sickness absence and productivity loss. Despite evidence regarding the effectiveness of different workplace-based interventions, the implementation of stress prevention interventions is rare, especially in micro and small-sized enterprises (MSE) with fewer than 50 employees. The joint research project “PragmatiKK”(+) aims to identify and address the specific barriers to the implementation of stress prevention interventions in MSE. This study protocol describes a mixed method study design to evaluate the effectiveness of adapted stress prevention interventions and the implementation process via an integrated web-based platform (“System P”) specifically targeted at MSE. METHODS: First, we develop a web-based intervention, which accounts for the specific working conditions in MSE and addresses stress prevention at a structural and behavioral level. Second, we use common methods of implementation research to perform an effect and process evaluation. We analyze the effectiveness of the web-based stress prevention interventions by comparing depressive symptoms at baseline and follow-up (after 6 months and 12 months). Indicators for a successful implementation process include acceptability, adoption, feasibility, reach, dose, and fidelity, which we will measure with quantitative web-based questionnaires and qualitative interviews. We will also analyze the accumulated usage data from the web-based platform. DISCUSSION: Collecting data on the implementation process and the effectiveness of a web-based intervention will help to identify and overcome common barriers to stress prevention in MSE. This can improve the mental health of employees in MSE, which constitute more than 90% of all enterprises in Germany. (+) Full Project Name: „PragmatiKK - Pragmatische Lösungen für die Implementation von Maßnahmen zur Stressprävention in Kleinst- und Kleinbetrieben “(= Pragmatic solutions for the implementation of stress prevention interventions in micro and small-sized enterprises). TRIAL REGISTRATION: German Register of Clinical Studies (DRKS): DRKS00026154, date of registration: 2021-09-16. SUPPLEMENTARY INFORMATION: The online version contains supplementary material available at 10.1186/s12889-022-12921-7

Following an Uneven Lead: Trickle-Down Effects of Differentiated Transformational Leadership

Bormann K, Diebig M. Following an Uneven Lead: Trickle-Down Effects of Differentiated Transformational Leadership. Journal of Management. 2021;47(8):2105-2134.Drawing from conservation-of-resources theory, we examine a trickle-down model of differentiated transformational leadership (leaders treating followers differently) across three hierarchical levels (i.e., managers, supervisors, and supervisors' followers). Specifically, we develop a model in which manager differentiated transformational leadership increases department unit stress (i.e., the managers' group of followers), which then translates into increased differentiated supervisor transformational leadership. The latter then again positively predicts team unit stress (i.e., the supervisors' group of followers) and, eventually, results in decreased team helping behavior of supervisors' followers. We tested this model using data from a large, multisource field study. The results provide support for our trickle-down model in that department managers' differentiated transformational leadership decreased team helping behavior two hierarchical levels below the manager via increasing department unit stress (Stage 1 mediator), supervisor differentiated transformational leadership (Stage 2 mediator), and team unit stress (Stage 3 mediator)

The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective

Diebig M, Bormann K. The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective. GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG. 2020;34(3):324-344.Previous research on laissez-faire leadership and stress has focused on between-person differences by looking at general ratings of leader behaviours. Yet, researchers have demonstrated a high situational contingency of leadership behaviours that call for a more detailed analysis of within-person differences. We adopt a role theory perspective to explain why daily laissez-faire leadership is linked to daily stress of followers. Also drawing on role theory, we further explain fluctuations of supervisors' laissez-faire leadership behaviour over time in relation to follower perceptions of day-specific stress. Finally, we also take followers' level of neuroticism into perspective to describe when followers are particularly vulnerable to laissez-faire leadership. We conducted a diary study spanning over 5 days within I working week to test whether daily laissez-faire leadership and its variability were positively related to followers' daily stress and whether these relations were moderated by follower neuroticism. A total of 201 participants completed the diary surveys (M=4.79 days X 201 participants = 963 data points) and provided information in an initial survey. Results gave support for most of our hypotheses and showed a positive relationship between daily laissez-faire leadership and daily stress as well as a positive relationship between laissez-faire leadership variability and daily stress. Neuroticism moderated the positive relationship between laissez-faire leadership variability and daily stress in the way that the relationship between laissez-faire leadership variability and daily stress was stronger for individuals with high neuroticism

Barriers and drivers of psychosocial risk assessments in German micro and small-sized enterprises: a qualitative study with owners and managers

Background!#!The negative effect of unfavorable working conditions and long-term work stress on health has been demonstrated in previous research. To address these challenges, systematic approaches such as psychosocial risk assessments (PRA) have been developed in many countries worldwide. Despite legal obligations, psychosocial risk assessments are rarely carried out in micro and small-sized enterprises (MSE). Even though those enterprises constitute a large proportion of the general workforce, this area remains largely untouched by research. In order to enable starting points for a greater dissemination in organizational practice, the present study explores barriers and drivers of psychosocial risk assessments in micro and small-sized enterprises.!##!Methods!#!A total of 18 owners and managers from 15 micro and small-sized enterprises in North-Rhine Westphalia, Germany, were interviewed. The interviews were audio-recorded, transcribed, and analyzed. A qualitative approach was applied: Content analysis was used to analyze the data, using deductive as well as inductive coding techniques.!##!Results!#!The following barriers emerged from the interviews: Negative PRA image, stigmatization of mental health, lacking acceptance of employees, fear of excessive authority interference, ignorance of PRA, not understanding the necessity, inappropriate approach, and limited resources. The identified drivers were: Easy access to PRA material, external support from experts, renaming the term 'workplace risk assessment', understanding content and benefit of PRA, simplify and revise PRA process, and noticeable consequences of PRA execution and non-execution. The results are comparable with those in larger companies. They emphasize the importance of mental health education, improving the process of psychosocial risk assessments, and the ongoing support in overcoming limited financial as well as human resources.!##!Conclusions!#!To improve implementation of PRA in organizational practice, a simplification of the process is proposed, accompanied by information campaigns and an improvement in the health literacy of owners and managers of MSE. In view of the results, the full revision of the PRA approach should also be considered

The Impact of the Implementation of Preventive Measures Due to COVID-19 on Work Design and Early Childhood Professionals’ Well-Being—A Qualitative Study

The reopening of child-care programs during COVID-19 demanded comprehensive preventive measures. Research to date has overlooked this reopening process as well as early childhood professionals’ (ECPs) implementation efforts and resulting changes in their work practices and well-being. As a result, this study sought insights into (1) the practical implementation of measures, (2) perceptions and evaluations of measures, (3) changes in work characteristics, and (4) its impact on well-being. Qualitative interviews were conducted with German child-care managers (N = 27) between June and August 2020. The semi-structured interviews were audio-recorded, transcribed, and content-analyzed using MAXQDA. ECPs, through a combination of high effort and engagement, ensured the feasibility of most preventive measures. This included practices which were perceived to be unreasonable or ones which were stricter than practices required for the public. This exacerbated the critical work characteristics (e.g., high workload, overtime, and multitasking) from pre-pandemic scenarios and led to new work demands (e.g., changes in work content and social interactions). ECPs maintained intensive work demands and consequently suffered from broad strain outcomes (e.g., worry, exhaustion, anger, fear of infection, and reduced psychological sense of community). This study highlights the adverse psychosocial work environment of ECPs despite the necessity of ensuring health and safety at work

Presentation of a participatory approach to develop preventive measures to reduce COVID-19 transmission in child care

Background!#!It can be suspected that work in child care facilities is associated with an elevated exposure risk towards SARS-CoV-2 infections. It is still unclear under which conditions employees in those facilities can safely pursue their work. Preventive workplace-related measures to reduce transmission dynamics in this work environment need to be developed. These measures need to build on a solid scientific foundation and be ready for practical use at the same time. Therefore, the aim of the study is to present a participatory approach to identify, minimize, and eliminate workplace-specific COVID-19 transmission within child care. The approach presented combines quantitative as well as qualitative elements and includes a screening of critical workplace conditions and the development of preventive measures to foster a safe workplace design.!##!Methods!#!First, 428 employees of different child care facilities in a large German city reported their subjective risk of infection, fear of infection, and support received by the employer. Second, the participants commented in detail about high risk conditions during work. Third, employees provided suggestions for preventive measures. We conducted a qualitative analysis of free text answers to evaluate which aspects are perceived as critical from an employee perspective.!##!Results!#!Participants provided valuable and practicable ideas on how to design and improve preventive measures to reduce COVID-19 transmission in child care dealing with structural conditions, the interaction with the parents, the implementation of preventive measures and recommendations for policy makers.!##!Conclusions!#!These new insights help to organize pandemic risk management in order to align theoretical based measures with the practical realization. We encourage researchers to adapt the approach presented to other work areas in order to foster participation of employees in work design to reduce COVID-19 transmission