Keywords : Stress

The Mediating Effect of Perceived Stress on Transformational and Passive-Avoidant, Leadership-Commitment Linkages

Ozge Tayfur Ekmekci; Selin Metin Camgoz; Semra Guney; Mustafa Kemal Oktem

International Journal of Organizational Leadership, 2021, Volume 10, Issue 4, Pages 348-366
DOI: 10.33844/ijol.2021.60595

The current study tests an integrative model that considers the plausible effects of transformational and passive-avoidant leadership styles on employees’ affective, normative, and continuance commitment to the organization. While leadership styles are treated as predictors of commitment, perceived stress is treated as a mediating factor in understanding the underlying mechanism of commitment. Data were collected from 232 white and blue-collar employees working at regional divisions of a privatized organization, monitoring Turkey’s electricity distribution services. The hypothesized mediation model was tested using structural equation modeling. Using the bootstrapping method, the indirect effects of both transformational leadership and passive-avoidant leadership on affective and normative commitment via perceived stress were found to be significant. However, contrary to the expectations, the mediating effects of perceived stress were found to be insignificant for relations between transformational leadership and continuance commitment and between passive-avoidant leadership and continuance commitment. The overall results suggest that employees tend to feel less tension and stress and thus ultimately become more affectively and normatively committed to the organizations when the supervisors exhibit transformational leadership behaviors. Passive-avoidant leadership behaviors, on the other hand, act as distal predictors of affective and normative commitment via perceived stress. By enacting passively and showing ignorance to subordinates' needs, passive leaders seem to intensify workplace stressors for followers.

The Effect of Teachers’ Perception of Organizational Justice on their Job Stress

Mahwish Kamran; Martin Thomas

International Journal of Organizational Leadership, 2021, Volume 10, Issue Special Issue 2021, Pages 89-98
DOI: 10.33844/ijol.2021.60537

Earlier studies concerning teacher-associated stress about organizational justice indicate that educating and instructing pupils is considered a hectic career, so bearing in mind the massive effect of organizational justice on teachers’ stress, it is imperative to study this relationship further. The drive of the present research was twofold: the primary objective is to study how educators view organizational justice, and additionally, it evaluated the extent to which educators’ opinions of three dimensions of organizational justice, including procedural justice, interactional justice, and distributive justice are connected to their stress levels. With the help of questionnaires, a quantitative research study was carried out. Data were collected from 200 sample cases of teachers selected by using the random sample selection technique from the private primary schools of Karachi. The regression analysis outcomes showed a significant positive relationship between teacher stress and organizational justice. The results of the independent sample t-test recognized that there is no difference between the mean values of the two groups. Hence, it can be interpreted that stress levels were the same for both males and females. It was thus suggested that institutions contribute to study the factors that can support impartiality and objectivity. There is a strong need to implement some managing policies which facilitate teachers to cope with their increasing stress levels.

Transformational and Devious Leadership and How it Predicts Stress and Workplace Wellbeing

Per Eisele

International Journal of Organizational Leadership, 2020, Volume 9, Issue 3, Pages 163-169
DOI: 10.33844/ijol.2020.60503

The aim of the present study was to examine the predictive power of constructive and
destructive leadership on employee stress and workplace wellbeing. The measurements were
the global transformational leadership scale, a devious leadership scale, the perceived stress
scale and a workplace wellbeing scale. A sample of 423 employees from both public a private
sector filled out a questionnaire at the time of their choice. Results indicate that destructive
leadership (but not constructive leadership) predicts both stress and workplace wellbeing.
Furthermore, employees from the public sector reported significantly higher level of
destructive leadership behavior compared to employees from the private sector.