Stress & Leadership

Stress Stress & &

LeadershipLeadership

Christophe Bagot, MDChristophe Bagot, MD

Moscow, AEB 9. April 2009

Sunday Night InsomniaSunday Night Insomnia

France : 52%France : 52%

USA & UK : 70%USA & UK : 70%

Italy & Spain : 50%Italy & Spain : 50%

Scandinavia : 30%Scandinavia : 30%(Monster, 2008)(Monster, 2008)

Stress : DefinitionStress : Definition

Stress is a condition or feeling Stress is a condition or feeling experienced experienced

when a person perceives when a person perceives

that demands that demands

exceedexceed

the personal and social resourcesthe personal and social resources

the individual is able to mobilize the individual is able to mobilize

(Lazarus, 1966)(Lazarus, 1966)

Cognitive Appraisals of Cognitive Appraisals of StressStress

Conscious and unconscious appraisals Conscious and unconscious appraisals which emerge as a reaction to a which emerge as a reaction to a

potential stressorpotential stressor

Question 1 : “Is this situation stressful ?”Question 1 : “Is this situation stressful ?”

Question 2 : “Do I have resources to cope ?” Question 2 : “Do I have resources to cope ?”

(Lazarus, 1966)(Lazarus, 1966)

Good Stress, Bad StressGood Stress, Bad Stress

EustressEustress (Good Stress or Challenge) : (Good Stress or Challenge) : adaptative response to meet adaptative response to meet challenges and goals ; links arousal challenges and goals ; links arousal stress to performancestress to performance

DistressDistress (Bad Stress) appears when (Bad Stress) appears when increased stress leads to poorer increased stress leads to poorer performance.performance.

(Hans Selye,1975)(Hans Selye,1975)

Response to Stress : Response to Stress : Generalized Adaptative Generalized Adaptative

SyndromeSyndrome

Alarm Alarm : Acute response. Fight or flight: Acute response. Fight or flight

Resistance Resistance : Resources depleted : Resources depleted progressivelyprogressively

Exhaustion Exhaustion : Resources depleted: Resources depleted

((Hans SelyeHans Selye))

Generalized Adaptative Generalized Adaptative SyndromeSyndrome

((Hans SelyeHans Selye))

Stressor and StrainsStressor and Strains

Stressor Stressor : Stress Producing Events : Stress Producing Events and Conditions. and Conditions.

Negative reactions are called Negative reactions are called StrainsStrains..

Job StressJob Stress

Work-related stress is the response Work-related stress is the response people people

may have when presented with may have when presented with

work and pressures work and pressures

that are not matched to that are not matched to

their knowledge and abilities their knowledge and abilities

and which challenge their ability to cope.and which challenge their ability to cope.

(WHO)(WHO)

Strains : Individual ImpactStrains : Individual Impact

Psychological Psychological : anxiety, panic attacks, : anxiety, panic attacks, depression, anger, burnout…depression, anger, burnout…

Physical Physical : cardio-vascular, gastro-: cardio-vascular, gastro-intestinal, cancer, strokes, musculo-intestinal, cancer, strokes, musculo-skeletal, diabetes, obesity…skeletal, diabetes, obesity…

Behavioural Behavioural : alcohol, drugs, medication : alcohol, drugs, medication abuse, suicide attempts, smoking, abuse, suicide attempts, smoking, overexercising…overexercising…

What is Burnout ?What is Burnout ?

Prolonged response to chronic emotional & Prolonged response to chronic emotional & interpersonal stressors on the job interpersonal stressors on the job

Emotional exhaustionEmotional exhaustion

Depersonalisation (detachment, withdrawal)Depersonalisation (detachment, withdrawal)

Diminished personal accomplishmentDiminished personal accomplishment

(Masler et al, 2001).(Masler et al, 2001).

Strains : Organizational Strains : Organizational OutcomesOutcomes

Psychological Psychological : : ∞ Less organizational commitmentLess organizational commitment∞ Turnover intentionsTurnover intentions

Behavioural Behavioural ::∞ Impaired performanceImpaired performance∞ WithdrawalWithdrawal∞ AbsenteismAbsenteism

Consequence : Consequence : DECREASED DECREASED PRODUCTIVITYPRODUCTIVITY

Annual Cost of Stress : Annual Cost of Stress : Western CountriesWestern Countries

France France : €51 billion, 3% GNP : €51 billion, 3% GNP (CGC,2006)(CGC,2006)

UK UK : Occupational work stress costs £353 : Occupational work stress costs £353 to 381 million to employers, and £3.8 to 381 million to employers, and £3.8 billion to Societybillion to Society; ; 10% GNP10% GNP (Cooper, 1996) (Cooper, 1996)

US US : between $ 300 billion : between $ 300 billion (Americcan Institute of (Americcan Institute of

Stress, 2004)Stress, 2004) and $ 150 billion and $ 150 billion (Rosch, 1979) (Rosch, 1979) in in direct costs to American Companiesdirect costs to American Companies..

EU EU : €20 billion : €20 billion (European Commission, 1999) ; (European Commission, 1999) ; 50 to 50 to 60% of absenteism60% of absenteism..

Social Stress in Russia (1)Social Stress in Russia (1)( Leon & Shkolnikov, JAMA, 1998)( Leon & Shkolnikov, JAMA, 1998)

1990 to 19941990 to 1994 : Life expectancy : Life expectancy decreaseddecreased : :∞ 66 years to years to 57.757.7 for men for men∞ 33 years to years to 71.271.2 for women for women

Most affected categories :Most affected categories :∞ Age Age 30-4930-49∞ Urban, most economically developed areas Urban, most economically developed areas

of European Russia (Moscow & St of European Russia (Moscow & St Petersburg)Petersburg)

∞ Lowest Lowest educational groupseducational groups

Social Stress in Russia (2)Social Stress in Russia (2)(Stucker et al, The Lancet, January 2009)(Stucker et al, The Lancet, January 2009)

« Rapid mass privatisation as an « Rapid mass privatisation as an economic transition strategy was a economic transition strategy was a crucial determinant of differences in adult crucial determinant of differences in adult mortality trends in post-communist mortality trends in post-communist countries »countries »

Belonging to at least one social Belonging to at least one social organization was decreasing association organization was decreasing association of privatization with mortality (buffer of privatization with mortality (buffer effect).effect).

Male death rate in Russia in 1950-Male death rate in Russia in 1950-

20082008 1 - Beginning of anti-alcohol campaign 2 - Beginning of 1 - Beginning of anti-alcohol campaign 2 - Beginning of

marketing reformsmarketing reforms

Suicides & Alcoholism in Suicides & Alcoholism in RussiaRussia

Suicides :Suicides :∞Rates = 2 x World AverageRates = 2 x World Average∞Peak of 60,000 in 1994 Peak of 60,000 in 1994 (11,000 in France)(11,000 in France)

∞Linked to economical difficultiesLinked to economical difficulties∞Higher in regionsHigher in regions

Alcoholism : 300,000 deaths/yr Alcoholism : 300,000 deaths/yr (45,000 (45,000 in France)in France)

Leadership : Impact on Leadership : Impact on StressStress

LEADERSHIP

Role StressorsRole Stressors

Workload & Workload & PacePace

Organizational CultureOrganizational Culture

Interpersonal Interpersonal RelationsRelations

Career ConcernsCareer Concerns Job Contents & ControlJob Contents & Control

Role Stressor (1)Role Stressor (1)

Stress perceived as a consequence Stress perceived as a consequence of what we think of what we think othersothers expect from expect from usus

Role senders Role senders : co workers, : co workers, management, subordinate, family… management, subordinate, family… Refers to Refers to “others”“others” as opposed to as opposed to Role receivers.Role receivers.

(Beehr et al, 2005)(Beehr et al, 2005)


Role Conflicts Role Conflicts : 2 or more sets of : 2 or more sets of incompatible demands.incompatible demands.

∞ Interrole conflicts : 2 or more roles on Interrole conflicts : 2 or more roles on same person (deal often with work and same person (deal often with work and family roles) family roles)

∞Person-Role conflicts : organizational Person-Role conflicts : organizational requirements clash with personal values requirements clash with personal values and/or obligations to others.and/or obligations to others.



Role AmRole Ambiguity : biguity :

∞Lack of Lack of specificityspecificity pertaining to one’s work pertaining to one’s work rolerole

∞Lack of Lack of predictabilitypredictability concerning role concerning role functionsfunctions

∞ Insufficient/misleading/restricted Insufficient/misleading/restricted flow of flow of informationinformation



LEADERSHIP



Organizational Culture



Workload & PaceWorkload & Pace

30% of the workforce is exhausted 30% of the workforce is exhausted by the end of the workday by the end of the workday

(NIOSH,2002)(NIOSH,2002)

Most married couples have total Most married couples have total workload (paid & unpaid) equivalent workload (paid & unpaid) equivalent to 3 full time jobs to 3 full time jobs

(Bellavia et al, 2005)(Bellavia et al, 2005)


LEADERSHIP


Workload & Pace

Organizational Organizational CultureCulture




Example of Example of

« Gender Factor »« Gender Factor »

Gender Factor : MenGender Factor : Men

Traditional norms inform men that they Traditional norms inform men that they should be self reliant, be physically tough should be self reliant, be physically tough and have their emotions under controland have their emotions under control

Men should elicit masculine « agentic Men should elicit masculine « agentic trait » such as assertiveness, ambition and trait » such as assertiveness, ambition and achievement orientation.achievement orientation.

Men have to be career minded, promotion Men have to be career minded, promotion driven and primary wage earner.driven and primary wage earner.

(Desmarais et al, 2005) (Desmarais et al, 2005)

Gender Factor : WomenGender Factor : Women

Women are assigned « communal Women are assigned « communal qualities » defined by sensitivity, qualities » defined by sensitivity, care, warmth and responsiveness to care, warmth and responsiveness to others.others.

Women should be home maker, care Women should be home maker, care taker and support giver.taker and support giver.


Gender Factor : Couples (1)Gender Factor : Couples (1)

Men’s emotions affect their partners’s Men’s emotions affect their partners’s emotion more reliably than the reverse.emotion more reliably than the reverse.

Women reports more psychological stress Women reports more psychological stress than do men.than do men.

Men transmit stress to their children, while Men transmit stress to their children, while women seem more able to contain their women seem more able to contain their stress.stress.


Gender Factor : Couples (2)Gender Factor : Couples (2)

Men in female dominated jobs are Men in female dominated jobs are the most likely to use physical the most likely to use physical violence against their partnerviolence against their partner

Men in male dominated occupations Men in male dominated occupations were not very likely to use violence were not very likely to use violence against their partner.against their partner.



LEADERSHIP






Interpersonal RelationsInterpersonal Relations

Examples ofExamples of

« Organizational Justice » « Organizational Justice »

and ofand of

« Workplace Aggression »« Workplace Aggression »

Organizational JusticeOrganizational Justice

Distributive Justice Distributive Justice : Fairness of Outcome : Fairness of Outcome (Sheppard et al, 1992)(Sheppard et al, 1992)

Procedural Justice Procedural Justice : Fairness of Process : Fairness of Process by which outcomes are assignedby which outcomes are assigned

(Thibault et al, 1975)(Thibault et al, 1975)

Interactional Justice Interactional Justice : Fairness of : Fairness of Interpersonal transactions (esteem, Interpersonal transactions (esteem, politeness)politeness)

(Bies and Moag, 1986)(Bies and Moag, 1986)

David HumeDavid Hume

‘‘It is not a great disproportion between It is not a great disproportion between ourselves and others which produces envy, ourselves and others which produces envy,

but on the contrary, a proximity. but on the contrary, a proximity. A common soldier bears no envy for his A common soldier bears no envy for his

general compared general compared to what he will feel for his sergeant or corporal; to what he will feel for his sergeant or corporal; nor does an eminent writer meet with as much nor does an eminent writer meet with as much

jealousy in common hackney scribblers, as in jealousy in common hackney scribblers, as in authors that more nearly approach him’.authors that more nearly approach him’.

A Treatise on Human NatureA Treatise on Human Nature (Edinburgh, 1739) (Edinburgh, 1739)

Workplace Aggression (1)Workplace Aggression (1)

Behaviour by an individual or individuals Behaviour by an individual or individuals within our outside an organization within our outside an organization

that is intended that is intended to physically or psychologically to physically or psychologically

harm a worker or workers harm a worker or workers and occurs in a and occurs in a

work-related context. work-related context.

(Schat et al, 2005)(Schat et al, 2005)

Workplace Aggression (2)Workplace Aggression (2)

Homicide. Physical assaultHomicide. Physical assault

Yelling. Swearing. InsultsYelling. Swearing. Insults

SarcasmsSarcasms

Spreading rumoursSpreading rumours

Workplace Aggression : Workplace Aggression : PredictorsPredictors

Individual predictors Individual predictors : individual’s : individual’s cognitions and personality.cognitions and personality.

Organizational predictors Organizational predictors : : tolerance to aggression & injusticetolerance to aggression & injustice

Workplace Aggression : Workplace Aggression : ConsequencesConsequences

Fear. Expectation of future workplace Fear. Expectation of future workplace aggressionaggression

Aggression. Revenge. Retaliation Aggression. Revenge. Retaliation

Job neglect. Turnover intentions. Taking Job neglect. Turnover intentions. Taking extensive breaks. Not sharing information.extensive breaks. Not sharing information.

Reduced productivity and performanceReduced productivity and performance Withdrawal attitudesWithdrawal attitudes


LEADERSHIP





Career Career ConcernsConcerns

Job Contents & ControlJob Contents & Control

Career ConcernsCareer Concerns

UnemploymentUnemployment

UnderemploymentUnderemployment

Job InsecurityJob Insecurity

Career Concerns : Career Concerns : UnemploymentUnemployment

Lack of EmploymentLack of Employment

++

Loss of IncomeLoss of Income

Career Concerns : Career Concerns : UnderemploymentUnderemployment

Discrepancy between satisfactory Discrepancy between satisfactory employment and current employment and current employmentemployment

Overqualified employeesOverqualified employees Job outside of formal trainingJob outside of formal training Part Time, Intermittent, TemporaryPart Time, Intermittent, Temporary Earnings 20% lessEarnings 20% less

Career Concerns : Career Concerns : Job InsecurityJob Insecurity

Perception : cognitive aspectPerception : cognitive aspect

Organizational changes : downsizing, Organizational changes : downsizing, mergers, reorganizationsmergers, reorganizations

Unemployment :Unemployment :Psychological Consequences Psychological Consequences

Increase in : hostility, depression, anxiety, Increase in : hostility, depression, anxiety, psychiatric illness, worry, suicide attempts, psychiatric illness, worry, suicide attempts, alcohol abuse, violent behaviours, anger, fear, alcohol abuse, violent behaviours, anger, fear, paranoia, loneliness, pessimism, despair, paranoia, loneliness, pessimism, despair, social isolation.social isolation.

Decrease in : self-esteem, positive affects, life Decrease in : self-esteem, positive affects, life satisfaction, perceptions of competence, satisfaction, perceptions of competence, feelings of mastery, aspiration levels, social feelings of mastery, aspiration levels, social identity.identity.

(Hanisch, 1989)(Hanisch, 1989)

Unemployment :Unemployment :Physical ConsequencesPhysical Consequences

Headaches, stomach aches, sleep Headaches, stomach aches, sleep problems, lack of energy, death from problems, lack of energy, death from stroke, heart and kidney diseasesstroke, heart and kidney diseases

Disability, hypertension, ulcers, Disability, hypertension, ulcers, vision problems, increase of vision problems, increase of cholesterol levels.cholesterol levels.


Unemployment :Unemployment :Family and Social Family and Social

ConsequencesConsequences

Spousal abuse, marital stress & Spousal abuse, marital stress & isolationisolation

Wife battering, spousal depressionWife battering, spousal depression

Children : greater cognitive difficulties, Children : greater cognitive difficulties, achieve lower levels of academic achieve lower levels of academic performanceperformance


Underemployment and Job Underemployment and Job Insecurity :Insecurity :

ConsequencesConsequences

Similar to the ones described with Similar to the ones described with unemploymentunemployment

Significant Impact on family and Significant Impact on family and childrenchildren

Career Concerns :Career Concerns :Reaction to Reorganization (1)Reaction to Reorganization (1)

Executive management :Executive management :

∞ they have time to think about it, they have time to think about it, ∞ intellectual approach to change; intellectual approach to change; ∞ they have long term and broad visions; they have long term and broad visions; ∞ they think they have control over change; they think they have control over change; ∞ they are impatient about gains they they are impatient about gains they

expect.expect.(Roskies, 1991)(Roskies, 1991)

Career Concerns :Career Concerns :Reaction to Reorganization (2)Reaction to Reorganization (2)

Middle management :Middle management :

∞ they were not included in the decision they were not included in the decision process, process,

∞ they have to give the message to they have to give the message to employees, employees,

∞ they have to deal with its consequences, they have to deal with its consequences, without any proper trainingwithout any proper training

(Roskies, 1991)(Roskies, 1991)

Career Concerns :Career Concerns :Reaction to Reorganization (3)Reaction to Reorganization (3) Employees : Employees :

∞ they have short term vision, and see individual they have short term vision, and see individual consequences; consequences;

∞ they have no time to adapt to change they they have no time to adapt to change they have to implement, with an emotional have to implement, with an emotional approach to it; approach to it;

∞ they feel they have no control over the they feel they have no control over the situation; situation;

∞ they focus more on the negative aspects.they focus more on the negative aspects.(Roskies, 1991)(Roskies, 1991)


LEADERSHIP






Job ContentJob Content

Skill use, skill variety, autonomy Skill use, skill variety, autonomy

are associated with are associated with

motivation motivation

and individual mental health.and individual mental health.(Kelloway et al, 2005)(Kelloway et al, 2005)

Job ControlJob Control

Degrees to which people have some Degrees to which people have some control over their own work or have control over their own work or have input into the functioning of their input into the functioning of their workplaceworkplace

Job Control is a « moderator », as it Job Control is a « moderator », as it buffers stressors’ effects.buffers stressors’ effects.

(Kelloway et al, 2005)(Kelloway et al, 2005)

Moderators (Buffers)Moderators (Buffers)

Job ControlJob Control Social SupportSocial Support FairnessFairness

HardinessHardiness Self EfficacySelf Efficacy Internal Locus of ControlInternal Locus of Control Emotional IntelligenceEmotional Intelligence


Leadership: Personality Factor






Personality and Stress (1)Personality and Stress (1)

Occupational Research viewpoint :Occupational Research viewpoint :

Transformational/Charismatic Transformational/Charismatic leadersleaders

VersusVersus

Passive/Abusive leadersPassive/Abusive leaders

Transformational LeadersTransformational Leaders

Idealized influenceIdealized influence

Inspirational motivationInspirational motivation

Intellectual stimulationIntellectual stimulation

Individualized considerationIndividualized consideration(J. MacGregor Burns,1978)(J. MacGregor Burns,1978)

Charismatic LeadersCharismatic Leaders

VisionVision Sensitivity to the environmentSensitivity to the environment Sensitivity to member needsSensitivity to member needs Personal risk takingPersonal risk taking Performing unconventional Performing unconventional

behavioursbehaviours

(Max Weber)(Max Weber)

Abusive LeadershipAbusive Leadership

Aggressive/punitiveAggressive/punitive

Aggressive behaviours have Aggressive behaviours have exaggerated impact when supervisor exaggerated impact when supervisor is responsibleis responsible


Passive LeadershipPassive Leadership

Management by exceptionManagement by exception (passive)(passive)

Laissez-faire Laissez-faire : avoid decision : avoid decision making and responsibilitiesmaking and responsibilities


Passive and/or Passive and/or Transformational Transformational

Leaders are not passive or transformational, Leaders are not passive or transformational,

but but rated by rated by

frequencyfrequency with which they with which they

demonstrate demonstrate

various various transformational and passive transformational and passive behavioursbehaviours

Personality and Stress (2)Personality and Stress (2)

Psychologists’ and Psychiatrists’ Psychologists’ and Psychiatrists’ viewpoint :viewpoint :

Each personality has « Each personality has « neuroticneurotic » and » and stablestable characteristics characteristics

Communication styleCommunication style has to be has to be adaptedadapted to personality profiles to personality profiles

Stressful personalities (1)Stressful personalities (1)

Paranoid Paranoid : Pervasive distrust and : Pervasive distrust and suspiciousness of otherssuspiciousness of others

Antisocial Antisocial : Pervasive pattern of disregard : Pervasive pattern of disregard for, and violation of the rights of others.for, and violation of the rights of others.

Histrionic Histrionic : Pervasive and excessive : Pervasive and excessive emotionality and attention seeking emotionality and attention seeking behaviours.behaviours.

(ICD-10)(ICD-10)


Narcissistic Narcissistic : Pervasive pattern of : Pervasive pattern of grandiosity, need for admiration and lack of grandiosity, need for admiration and lack of empathy.empathy.

Avoidant Avoidant : Pervasive pattern of social : Pervasive pattern of social inhibition, feelings of inadequacy, and inhibition, feelings of inadequacy, and hypersensitivity to negative evaluations.hypersensitivity to negative evaluations.

Dependent Dependent : Pervasive & excessive need to : Pervasive & excessive need to be taken care of that leads to submissive be taken care of that leads to submissive and clinging behaviours and fears of and clinging behaviours and fears of separation.separation.

(ICD-10)(ICD-10)


Obsessive compulsive Obsessive compulsive : Preoccupation : Preoccupation with orderliness, perfectionism and mental & with orderliness, perfectionism and mental & interpersonal control, at the expense of interpersonal control, at the expense of flexibility, openness and efficiency.flexibility, openness and efficiency.

Passive aggressive Passive aggressive : Pervasive pattern of : Pervasive pattern of negativistic attitudes and passive resistance negativistic attitudes and passive resistance to demands for adequate performance in to demands for adequate performance in social & occupational situations.social & occupational situations.

(ICD-10)(ICD-10)

Psychological ContractPsychological Contract Absence of stress, and motivation depends on Absence of stress, and motivation depends on

possibility to create and maintain a possibility to create and maintain a « « psychological contract psychological contract »:»:

∞ Transactional : economic or monetary base with Transactional : economic or monetary base with clear expectations that the organization will fairly clear expectations that the organization will fairly compensate the performance delivered and punish compensate the performance delivered and punish inadequate or inappropriate actsinadequate or inappropriate acts

∞ Relational : socio-emotional base that underlies Relational : socio-emotional base that underlies expectations of shared ideals and values, and expectations of shared ideals and values, and respect and support in the interpersonal respect and support in the interpersonal relationshipsrelationships

(Feldhiem, 1999)(Feldhiem, 1999)

TreatmentsTreatments

Leadership & Impact on StressLeadership & Impact on StressIntervention RoadmapIntervention Roadmap

LEADERSHIP






Moderators

Interventions (1)Interventions (1)

Classified according to timing :Classified according to timing :

∞Primary : Primary : minimize/eliminate stressorsminimize/eliminate stressors

∞Secondary : Secondary : improve resilienceimprove resilience

∞Tertiary : Tertiary : provide treatment & provide treatment & assistanceassistance

Interventions (2)Interventions (2)

Classified according targets :Classified according targets :

∞UniversalUniversal

∞Selective : Selective : vulnerable subgroupsvulnerable subgroups

∞ Indicated : Indicated : specific individuals specific individuals experiencing adverse outcomesexperiencing adverse outcomes

Interventions (3)Interventions (3) Primary level interventionsPrimary level interventions

∞Organizational oriented∞ Involve job redesign, structural changes,

communication process and policies∞Likely to be the most effective if informed by

sound diagnosis (Stress Audit)

Secondary and Tertiary interventionsSecondary and Tertiary interventions

∞Oriented towards individualsOriented towards individuals

Organizational Interventions Organizational Interventions (1)(1)

Psychosocial :Psychosocial :

∞EmployeesEmployees are involved jointly with are involved jointly with outside expertsoutside experts in an « in an « empowering empowering processprocess » that will lead to interventions » that will lead to interventions on stress sources and moderators.on stress sources and moderators.

∞Aim to reduce stress by changing Aim to reduce stress by changing employees’ perceptions of the work employees’ perceptions of the work environmentenvironment

∞Will lead to job redesign, interventions Will lead to job redesign, interventions on job control, role clarification…on job control, role clarification…

(Hurrell, 2005)(Hurrell, 2005)


Sociotechnical : Sociotechnical :

∞Primary interventions aiming at Primary interventions aiming at eliminating job stressors by making eliminating job stressors by making change to the objective job change to the objective job environment.environment.

∞Aims at improving workload, work Aims at improving workload, work schedules, work procedures…schedules, work procedures…



Most effective Most effective psychosocial interventionspsychosocial interventions seem to be thoseseem to be those targeted at targeted at managementmanagement

∞ Reducing role ambiguityReducing role ambiguity∞ Increasing leadership skillsIncreasing leadership skills∞ Improving communicationImproving communication

Most sociotechnical interventions Most sociotechnical interventions reported in researchreported in research had positive effects had positive effects on strains.on strains.



Equitable Life Insurance Society, and Equitable Life Insurance Society, and Kennecot Company estimated that for Kennecot Company estimated that for every $ 1 invested in anti-stress every $ 1 invested in anti-stress programmes, they saved up to $ 6 that programmes, they saved up to $ 6 that would have been lost because of strain.would have been lost because of strain.

Canadian Insurance companies assessed Canadian Insurance companies assessed gain in productivity (+3%) and less gain in productivity (+3%) and less absenteism (-40%) after such programmes.absenteism (-40%) after such programmes.

(Légeron, 2001)

Individually Targeted Individually Targeted InterventionsInterventions

Stress awareness seminars and Stress awareness seminars and educationeducation

Relaxation techniquesRelaxation techniques Cognitive coping strategiesCognitive coping strategies ExercisingExercising Coaching and MentoringCoaching and Mentoring TrainingTraining

(Cartwright, 2005)(Cartwright, 2005)

ConclusionConclusion

Leadership is the main factor that will Leadership is the main factor that will influence stress level in organizations.influence stress level in organizations.

Any intervention to relieve stress will require Any intervention to relieve stress will require strategic involvement of management to be strategic involvement of management to be really effective. really effective.

Interventions on stress are a way to promote Interventions on stress are a way to promote humanistic values in organizations and at humanistic values in organizations and at the same time to enhance productivity.the same time to enhance productivity.

Soon more information on Soon more information on stress-moscow.rustress-moscow.ru

For Stress seminarsFor Stress seminarscontact : contact : [email protected]@mail.ru

MDPartners proposes also seminars on Assertivemness & MDPartners proposes also seminars on Assertivemness & Communication ; and Debt Collection (Communication ; and Debt Collection (mdpartners.rumdpartners.ru ) )

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Stress & Leadership

Health & Medicine