The Relationship between Leadership Style and Employee Stress: An Empirical Study

The role of a perceived ethical leadership style in the relationship between workaholism and occupational burnout

“…The previous research suggests that the experience with workaholism and occupational burnout may be different due to certain sociodemographic characteristics of employees (Lopez et al, 2011;Kompier, 2006;Andreassen, 2014). Furthermore, some studies have reported an association between a perceived ethical leadership style and employees' age, gender, education, work duration in the current organization (Mitonga-Monga & Cilliers, 2016;Feng, 2011).…”

Ineffective-Leader-Induced Occupational Stress

“…Organizational leadership has been shown to be the most prominent predictor of employee stress, as it was found that ineffective leaders diminish the well-being of followers by causing emotional exhaustion and occupational stress (Dehue et al, 2012;Lopez et al, 2011;Skakon, Nielsen, Borg, & Guzman, 2010). Common forms of ineffective leadership that relate to occupational stress have predominantly been explored as abusive leadership (Boddy, 2011;Harris et al, 2011;Krasikova, 2013;Liu, Liao, & Loi, 2012;Mawritz, Mayer, Hoobler, Wayne, & Marinova, 2012;Pelletier, 2010;Rispens, Giebels, & Jehn, 2010;Tepper, Moss, & Duffy, 2011), tyrannical leadership (Ashforth, 1997;Kant, Skogstad, Torsheim, & Einarsen, 2013;Samnani & Singh, 2013), and destructive leadership (Aasland, Skogstad, Notelaers, Nielsen, & Einarsen, 2010;Hobfoll, 2011;McCarthy, Darcy, & Grady, 2010;Schyns & Schilling, 2013;Shaw et al, 2011;Starratt & Grandy, 2010;Thoroughgood, Tate, Sawyer, & Jacobs, 2012;Wang, Sinclair, & Deese, 2010).…”

“…Consistent with previous findings, ineffective and destructive leadership has been associated with diminished wellbeing and job satisfaction, employee distress, and burnout (Harris et al, 2011;Kelloway & Barling, 2010); workplace bullying was associated with depression, feelings of helplessness, irritability, low self-esteem, maladjustment, mood swings, paranoia, physical symptoms, social isolation, anxiety, burnout, decreased job satisfaction, and well-being (Galanaki & Papalexandris, 2013); and destructive leadership has been shown to decrease the effectiveness, well-being, motivation, and job satisfaction of followers (Aasland et al, 2010;Starratt & Grandy, 2010). Research has shown that leadership predicts employee stress (Dehue et al, 2012), causing effects on follower performance, job well-being (Lopez et al, 2011), health, and sickness absence due to overstrain and fatigue (Westerlund et al, 2010). Each of the participants reported overstrain, fatigue, and negative personal well-being as a direct result of working with the perceived ineffective leader (Dehue et al, 2012;Kelloway & Barling, 2010;Lopez et al, 2011;Restubog et al, 2011;Schyns & Schilling, 2013).…”

The Relationship Between Occupational Burnout and Perceived Ethical Leadership Style

“…Some earlier studies revealed that tension and stress are more often experienced by employees who have higher education (Michailidis, & Georgiou, 2005;Watson, Deary, Thompson, & Li, 2008;Rudman, & Gustavsson, 2012). They are more ambitious and more demanding for themselves, and this leads to a greater probability of occupational burnout (Lopez, Green, Carmody-Bubb, & Kodatt, 2011;Kompier, 2006). Furthermore, Antoniou, Polychroni & Vlachakis (2006), Rupert & Kent (2007) claim that younger employees get tired more often than older.…”