Relationship between Selected Leadership Style and Employee Stress Level at Workplace
Abstract
There has been only limited research focused on the assumption of leader stress and affective well-being. Hence, this study aims to determine the relationship between leadership style and employee stress level at workplace. This study primarily took a quantitative approach for data collection and analysis. Questionnaires were distributed at three branches of banks located in Kuching, Sarawak and to their employees. The findings show that there is a relationship between autocratic leadership style and employee stress level at workplace. The strength of the relationship is weak due to r = .461, p = .002. The findings also show that democratic leadership and transformational leadership have no relationship with the employee stress level at workplace.
Keywords: leadership style; employee stress
References
Alkahtani, A. H., Abu-Jarad, I., Sulaiman, M., & Nikbin, D. (2011). The impact of personality and leadership styles on leading change capability of Malaysian managers. Australian Journal of Business and Management Research,1(2), 70-99.
https://doi.org/10.52283/NSWRCA.AJBMR.20110102A06
Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., & Shaikh, F. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction. International Business Research, 5(2), 192-201.
https://doi.org/10.5539/ibr.v5n2p192
Casse, P., & Claudel, P. (2011). Leadership styles : A powerful model. Training Journal, January, 46-51.
Che Ngah, H., Fazli Musa, M., Noreen Rosli, Z., Norisaifulruddin, M. B., M., Mohd, Z. A., Ariffin, A., & Krishnan, S. N. G. (2013). Leadership styles of general managers and job satisfaction antecedent of middle managers in 5-star hotels in Kuala Lumpur, Malaysia. Asian Social Science, 9(15), 220-226.
https://doi.org/10.5539/ass.v9n15p220
Chen, J. C., & Silverthorne, C. (2005). Leadership effectiveness, leadership style and employee readiness. Leadership & Organization Development Journal, 26(4), 280-288.
https://doi.org/10.1108/01437730510600652
Choi, S. (2007). Democratic leadership : The lessons of exemplary models for democratic governance. International Journal of Leadership Studies, 2, 243-262.
Chua, Y. P. (2012). Mastering research methods. Malaysia: McGraw Hill Education. Colligan, T.W., & Higgins, E. M. (2005). Workplace stress: Etiology and consequences. Journal of Workplace Behavioral Health, 21(2),89-97.Darling, J. R., & Heller, V. L. (2011). The key for effective stress management: Importance of responsive leadership in organizational development. Organization Development Journal, 20(1), 9-26.
https://doi.org/10.1300/J490v21n02_07
Dhamodharan, K., & Arumugasamy, G. (2011). Effect of occupational stress on executives' leadership styles. Public Policy and Administration Research, 1(4), 1-7.
Erkutlu, H. V., & Chafra, J. (2006). Relationship between leadership power bases and job stress of subordinates from boutique hotels. Management Research News, 29(5), 285-297.
https://doi.org/10.1108/01409170610674419
Fitzgerald, S., & Schutte, N. S. (2010). Increasing transformational leadership through enhancing selfefficacy. Journal of Management Development, 29(5), 495-505.
https://doi.org/10.1108/02621711011039240
Gill, A. S., Flaschner, A. B., & Shachar, M. (2006). Mitigating stress and burnout by implementing transformational-leadership. International Journal of Contemporary Hospitality Management, 18(6), 469-481.
https://doi.org/10.1108/09596110610681511
Gonos, J., & Gallo, P. (2013). Model for leadrship style evaluation. Management, 18(2), 157-168.
Gurt, J. G., Schwennen, C., & Elke, G.(2011). Health-specific leadership: Is there an association between leader consideration for the health of employees and their stain and well being?. Work and Stress, 25 (2), 108-127. Islam, T., Rehman, S. U., & Ahmed, I. (2013). Investigating the mediating role of organizational politics between leadership style and followers' behavioral outcomes. Business Strategy Series, 14(2), 80-96.
https://doi.org/10.1080/02678373.2011.595947
Jayasingam, S., & Cheng, M. Y. (2009). Leadership style and perception of effectiveness: Enlightening Malaysian managers. Asian Social Science, 5(2), 54-65.
https://doi.org/10.5539/ass.v5n2p54
Johansson, O. (2004). A democratic, learning and communicative leadership?. Journal of Educational Administration, 42(6), 697-707.
https://doi.org/10.1108/09578230410563683
Krejcie, R. V., & Morgan, D. W. (1970)Determining sample size for research activities. Educational & Psychological Measurement, 30, 607-610.
https://doi.org/10.1177/001316447003000308
Leung, M., Chan, Y. S. I., & Dongyu, C. (2011). Structural linear relationships between job stress, burnout, physiological stress, and performance of construction project managers. Engineering, Construction and Architectural Management, 18(3), 312-328.
https://doi.org/10.1108/09699981111126205
Lin, W., Wang, L., & Chen, S. (2013). Abusive supervision and employee well-being: The moderating effect of power distance orientation. Applied Psychology, 62(2), 308-329.
https://doi.org/10.1111/j.1464-0597.2012.00520.x
Lundqvist, D., Eriksson, A. F., & Ekberg, K. (2012). Exploring the relationship between managers' leadership and their health. Work (Reading,Mass.), 42(3), 419-27.
https://doi.org/10.3233/WOR-2012-1395
Martinette Jr. C. V. M. (2002). Learning organizations and leadership style. An applied research project submitted to the National Fire Academy, Virginia, (September), 1-58.
Malos, R. (n.d). Leadership styles. (Unpublished doctoral dissertation). University of Resita, Romania.
Malos, R. (2012). Leadership styles. Annals of Eftimie Murgu University Resita, Fascicle II, Economic Studies, 421-426.
Maqsood, S. (2013). Manager's leadership styles and employee's job satisfaction. Human and Social Science Research, 1(2), 139-144.
Mendez, R. M., Munoz, J. G. S. V., & Munoz, M. A. M. V. (2013). Leadership styles and organizational effectiveness in small construction business in Puebla, Mexico. Global Journal of Business Research, 7(5), 47-57.
Mulki, J. P., Jaramillo, F., & Locander, W. B. (2006a). Emotional exhaustion and organizational deviance: Can the right job and a leader's style make a difference? Journal of Business Research, 59(12), 1222-1230.
https://doi.org/10.1016/j.jbusres.2006.09.001
Mansor, N., Kamarudin, A., & Zakaria, N.H. (2012). Employees' satisfaction in telecommunication industries: Acase of Telekom Malaysia Berhad .European Journal of Scientific Research, 96(1), 24-37.
Munir, F., Nielsen, K., & Carneiro, I. G.(2010). Transformational leadership and depressive symptoms: a prospective study. Journal of Affective Disorders, 120(1-3), 235-239.
https://doi.org/10.1016/j.jad.2009.03.020
Naile, I., & Selesho, J. M. (2014). The role of leadership in employee motivation. Mediterranean Journal of Social Sciences, 5(3), 175-182.
https://doi.org/10.5901/mjss.2014.v5n3p175
Nami, A., Mansouri, M., Dehnavi, A., & Bandali, E. (2013). Relationship between coaching leadership styles and athletic stress in teams sports from university of Tehran .European Journal of Experimental Biology, 3(2), 48-53.
Nyberg, A., Holmberg, I., Bernin, P., Alderling, M., Akerblom, S., Widerszal-Bazyl, M., Magrin, M. E., Hasselhorn, H., Milczarek, M., D'Angelo, G., Denk, M., Westerlund, H., & Theorell, T. (2011). Destructive managerial leadership and psychological well-being among employees in Swedish,Polish, and Italian hotels. Work,39, 267-281.
https://doi.org/10.3233/WOR-2011-1175
Ojokuku, R. M., Odetayo, T. A., & Sajuyigbe, A. S. (2012). Impact of leadership style on organizational performance : A case study of Nigerian Banks. American Journal of Business and Management, 1(4),202-207.
https://doi.org/10.11634/216796061706212
Rao, M. S. (2013). Soft leadership: A new direction to leadership. Industrial and Commercial Training, 45(3),143-149.
https://doi.org/10.1108/00197851311320559
Rohmann, A., & Rowold, J. (2009). Gender and leadership style: A field study in different organizational contexts in Germany. Equal Opportunities International, 28(7), 545-560.
https://doi.org/10.1108/02610150910996399
Romanowska, J., Larsson, G., & Theorell, T. (2013). Effects on leaders of an art-based leadership intervention. Journal of Management Development, 32(9), 1004-1022.
https://doi.org/10.1108/JMD-02-2012-0029
Rusli Ahmad , Hasbee Usop, Sopian Bujang, Azman Ismail, & Nur Naha Abu Mansor (2014), Conducting research in social sciences, humanities, and management studies. A step by step guide. Malaysia, RS Publishing House.
Shafie, B., Baghersalimi, S., & Barghi, V. (2013). The relationship between leadership style and employee performance. Singaporean Journal of Business Economics, and Management Studies, 2(5), 21-29.
https://doi.org/10.12816/0003885
Skakon, J., & Nielsen, K., Borg, V., & Guzman, J. (2010). Are leaders' well-being, bahaviours and style associated with the affective wellbeing of their employees? A systematic review of three decades of research. Work & Stress, 24(2), 107-139.
https://doi.org/10.1080/02678373.2010.495262
Voon, M. L., Lo, M. C., Ngui, K. S., & Ayob, N. B. (2011). The influence of leadership styles on employees' job satisfaction in public sector organizations in Malaysia International Journal of Business,. Management and Social Sciences, 2(1), 24-32.
Yao, Y.H., Fan, Y.Y., Guo, Y.X., & Li, Y.(2014a). Leadership, work stress and employee behavior. Chinese Management Studies 8(1,), 109-126.
https://doi.org/10.1108/CMS-04-2014-0089
Zehir, C., Sehitoglu, Y., & Erdogan, E. (2012). The effect of leadership and supervisory commitment to organizational performance. Procedia - Social and Behavioral Sciences, 58, 207-216
Copyright Transfer Statement for Journal
1) In signing this statement, the author(s) grant UNIMAS Publisher an exclusive license to publish their original research papers. The author(s) also grant UNIMAS Publisher permission to reproduce, recreate, translate, extract or summarize, and to distribute and display in any forms, formats, and media. The author(s) can reuse their papers in their future printed work without first requiring permission from UNIMAS Publisher, provided that the author(s) acknowledge and reference publication in the Journal.
2) For open access articles, the author(s) agree that their articles published under UNIMAS Publisher are distributed under the terms of the CC-BY-NC-SA (Creative Commons Attribution-Non Commercial-Share Alike 4.0 International License) which permits unrestricted use, distribution, and reproduction in any medium, for non-commercial purposes, provided the original work of the author(s) is properly cited.
3) The author(s) is/are responsible to ensure his or her or their submitted work is original and does not infringe any existing copyright, trademark, patent, statutory right, or propriety right of others. Corresponding author(s) has (have) obtained permission from all co-authors prior to submission to the journal. Upon submission of the manuscript, the author(s) agree that no similar work has been or will be submitted or published elsewhere in any language. If submitted manuscript includes materials from others, the authors have obtained the permission from the copyright owners.
4) In signing this statement, the author(s) declare(s) that the researches in which they have conducted are in compliance with the current laws of the respective country and UNIMAS Journal Publication Ethics Policy. Any experimentation or research involving human or the use of animal samples must obtain approval from Human or Animal Ethics Committee in their respective institutions. The author(s) agree and understand that UNIMAS Publisher is not responsible for any compensational claims or failure caused by the author(s) in fulfilling the above-mentioned requirements. The author(s) must accept the responsibility for releasing their materials upon request by Chief Editor or UNIMAS Publisher.
5) The author(s) should have participated sufficiently in the work and ensured the appropriateness of the content of the article. The author(s) should also agree that he or she has no commercial attachments (e.g. patent or license arrangement, equity interest, consultancies, etc.) that might pose any conflict of interest with the submitted manuscript. The author(s) also agree to make any relevant materials and data available upon request by the editor or UNIMAS Publisher.
