What Makes Employees’ Work So Stressful? Effects of Vertical Leadership and Horizontal Management on Employees’ Stress

Abstract

Work stress is a significant problem all over the world. In the present study, from the perspective of the combination of vertical and horizontal management, we investigated the relationships of managerial ethical leadership, mutual monitoring, and mutual support among employees' work stress levels. A total of 307 white collar employees in Japan were asked to complete an online questionnaire on three separate occasions. The results showed that both ethical leadership and mutual support were negatively related to stress. In addition, mutual support mediated the relationship between ethical leadership and work stress. Further, mutual monitoring moderated the relationship between ethical leadership and work stress: when mutual monitoring was high, stress did not decline with more ethical leadership. These results may suggest that ethical leadership can reduce work stress both directly and through mutual support, indirectly. Additionally, the direct effect may be constrained under high monitoring situations. Practical implications and needed future research are also discussed.

Positive Influence of Role Ambiguity on JD-R Motivational Process: The Moderating Effect of Performance Recognition

“…The final theoretical contribution is our finding that the moderating effect of performance recognition reduced the negative influence of role ambiguity on extra-role behaviors (H3). These discretionary behaviors help to improve employes' personal resources in terms of self-efficacy and support perceptions (Wang et al, 2020). Therefore, this finding is especially important in work environments with high job demands and shows a way for job demands to play a positive role in the JD-R motivational process (Bakker and Demerouti, 2017).…”

“…Performance recognition from the team leader is an essential factor in employes' perceptions of job demands (Maurer, 2001). Recent studies suggest improvements for leadership training and measures that foster employe beneficial behaviors (Wang et al, 2020). However, it seems unlikely that influence of performance recognition will be constant, so studies are needed of this leadership measurement and its consequences for different elements of the organizational context (Breevaart and Bakker, 2018).…”

Can Leaders Prevent Technology From Backfiring? Empowering Leadership as a Double-Edged Sword for Technostress in Care

“…To date, technostress research has been mostly restricted to contexts like government, industry (Ayyagari et al, 2011 ) and education (Wang W. et al, 2020 ; Penado Abilleira et al, 2021 ). However, technostress is an increasingly prevalent and severe phenomenon in care professions (Califf et al, 2015 ; Fagerström et al, 2017 ).…”

Marco conceptual para organizaciones saludables en el contexto ecuatoriano

“…Se hablaba, entonces, del buen estrés y de la habilidad para administrarlo. Sin embargo, durante la última década, los académicos en ciencias administrativas y de la sicología han llegado a coincidir que el estrés es nocivo tanto para el bienestar del colaborador como para el rendimiento financiero de las organizaciones (Siu et al, 2020;Wang et al, 2020).…”

“…Los resultados también indican que, la improductividad de los empleados debido al mal manejo del estrés es un aspecto nocivo para las organizaciones, tal como se lo mencionó en los antecedentes teóricos por Siu et al (2020) y Wang et al (2020). El impacto financiero tiene muchas facetas y se relacionan, en su mayoría, con el desempeño individual de los colaboradores, lo que podría repercutir en el funcionamiento y en el rendimiento global de la organización.…”