Wednesday, October 29, 2008

Stress and the Job

Leaders can create a less stressful workplace via supportive leadership style and mentoring constructs. Additionally, stress may be allayed via effective communication, increasing efficacy expectations, clarifying performance expectations, developing supportive group relationships which bolster social support and providing career developing opportunities (Sosik & Godshalk, 2000). Sosik and Godshalk (2000) found that the transformational leadership style incorporates traits such as individual consideration which support the mentoring construct and has been found to abate job-related stress. Job-related stress is often a function of individual perception of their environment and what meaning they may assign to external events (Sosik & Godshalk, 2000). Locus of control “can influence experienced stress by affecting one’s perceived ability to cope with and perhaps change a stressful environment” (Chiu et. al., 2005). According to Chiu et. al. (2005) employees who perceive low stress and high leadership support remain in positions longer; however, everyone differs in their perceptions of each of these constructs. Depending upon an individual’s LOC whether it be internal (viewing stress as controllable) or external (viewing themselves as powerless) will be a large factor in determining how they will perceive their environment and their ability or lack thereof to control it.


Chiu, C., Chien, C. Lin, C. & Hsiao, C.Y. (2005). Understanding hospital employee job stress and turnover intentions in a practical setting: The moderating role of locus of control. The Journal of Management Development. Bradford: 2005. Vol. 24, Iss. 10; p. 837.

Sosik, J.J. & Godshalk, V.M. (2000). Leadership styles, mentoring functions, a job-related stress: A conceptual model and preliminary study. Journal of Organizational Behavior. Chichester, June 2000. Vol. 21, Iss. 4; p. 365

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