The effects of leadership style on stress outcomes

Lyons, Joseph B.; Schneider, Tamera R.

doi:10.1016/j.leaqua.2009.06.010

Cited by 126 publications

(95 citation statements)

References 45 publications

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“…Furthermore, the results provide evidence that transactional leadership style is also negatively associated with JSRP but that these associations are weaker than those between transformational leadership styles and JSRP. This is consistent with the theories (Lyons & Schneider, 2009;Munir et al, 2010) mentioned earlier about leadership style and job stress. The test results for laissez-faire leadership style and job stress show that there is no relationship between these variables, and similarly between laissez-faire leadership style and JSRP.…”

Section: Managerial Implicationssupporting

confidence: 93%

“…Studies by Lyons and Schneider (2009) show that transactional leaders cause job stress, as their relationship is based on a series of exchanges or implicit bargains between them and their followers (Zopiatis & Constanti, 2010). The current study found that 64.5% of respondents who rated their managers as exhibiting low transactional leadership style engage in high levels of presenteeism.…”

Section: Transactional Leadership Style and Job-stress-related Presenmentioning

confidence: 47%

“…Research shows a relationship between transactional leadership styles and higher levels of stress in comparison with transformational leadership (Lyons & Schneider, 2009). Other studies have found that transactional leadership is related to lower levels of burnout (Kanste, Kyngas & Nikkila, 2007) and high job satisfaction as well as well-being (Morrison, Chappel & Ellis, 1997), but that these relationships are weaker than those associated with transformational leadership.…”

Section: Leadership Stylementioning

confidence: 99%

“…Some researchers (Lyons & Schneider, 2009) mention that laissez-faire leadership style is not actual leadership, which may be true.…”

Section: Transactional Leadership Style and Job-stress-related Presenmentioning

confidence: 99%

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An investigation into the effect of leadership style on stress-related presenteeism in South African knowledge workers

George

Chiba

Scheepers

2017

SA j. hum. resour. manag.

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Orientation: Leadership styles influence knowledge workers’ job-stress-related presenteeism (JSRP) and, ultimately, organisational performance. Knowledge workers generally work under strict deadlines in fast-paced, stressful environments, and require organisational support.Research purpose: The objective of this study was to examine empirically the effect of three leadership styles, namely transformational, transactional and laissez-faire, on job-relatedstress presenteeism in knowledge workers across a number of industries in South Africa.Motivation for the study: Absenteeism has been the subject of much investigation but more research is required into the antecedents and consequences of presenteeism, the phenomenon of employees being physically present at work, but not fully functional and therefore unproductive. Illness as an antecedent to presenteeism has been studied, but limited attention has been given to presenteeism caused by stress. There are very few studies that investigate leadership styles as antecedents for JSRP and this study therefore sets out to provide quantitative evidence of this relationship.Research design, approach and method: The researchers used a cross-sectional quantitative approach within the positivism research philosophy. Two questionnaires were administered: the multifactor leadership questionnaire form 6S and the job-related-stress presenteeism questionnaire. Descriptive statistics and Pearson’s product-moment correlation were used to answer the research questions. The participants (N = 242) were knowledge workers, representing 12 widely categorised industries. The researchers analysed job role descriptions to ensure the respondents were all knowledge workers.Main findings: Transformational leadership has a higher negative correlation with JSRP than does transactional leadership, whereas laissez-faire leadership has no significant relationship with job stress or JSRP.Practical/managerial implications: The research provides a compelling case for investment into transformational and transactional leadership development by showing the preventative effect that transformational leadership and, to a lesser degree, transactional leadership, has on stress-associated presenteeism.Contribution/value-add: Presenteeism lowers organisational performance even more than absenteeism does, and exists at huge cost to employees’ quality of work-life. This empirical study, the first to use valid, reliable questionnaires to investigate the relationship between transformational, transactional and laissez-faire leadership on the one hand, and JSRP on the other, suggests that transformational leadership development should be prioritised.

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Section: Managerial Implicationssupporting

confidence: 93%

Section: Transactional Leadership Style and Job-stress-related Presenmentioning

confidence: 47%

Section: Leadership Stylementioning

confidence: 99%

“…Some researchers (Lyons & Schneider, 2009) mention that laissez-faire leadership style is not actual leadership, which may be true.…”

Section: Transactional Leadership Style and Job-stress-related Presenmentioning

confidence: 99%

See 2 more Smart Citations

An investigation into the effect of leadership style on stress-related presenteeism in South African knowledge workers

George

Chiba

Scheepers

2017

SA j. hum. resour. manag.

View full text Add to dashboard Cite

show abstract

“…The studies cover large spectrums of personal characteristics such as gender (Eagly & Johnson, 1990), job satisfaction (Bogler, 2001;Taysi & Preston, 2001), people's complexity (Mitchell, 1970;Church & Waclawski, 1998). Lyons and Schneider (2009) manipulated transformational and transactional leadership styles to investigate their effect on individuals' performance on a stressful task, and on perceived social support, self-efficacy beliefs, emotions, and stressor appraisals. They also examined whether these variables could mediate the relationship between leadership style and performance.…”

Section: Introductionmentioning

confidence: 99%