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Originalia

Führungsstile als Stressbarrieren

Zum Zusammenhang zwischen transformationaler, transaktionaler, mitarbeiter- und aufgabenorientierter Führung und Indikatoren von Stress bei Mitarbeitern

Published Online:July 22, 2008https://doi.org/10.1026/1617-6391.7.3.129

Abstract

Zusammenfassung Stress hat in Organisationen weitreichende Konsequenzen. Die Vermeidung von Stress kann sich günstig auf den organisationalen Alltag sowie die Effektivität des Unternehmens auswirken. Das Verhalten der Führungskräfte kann hierbei eine Möglichkeit zum Abbau oder zur Vorbeugung von Stress darstellen. Die Frage, welche einzelnen Führungsstile relevant in Bezug auf Stress sind, wurde jedoch bisher unzureichend empirisch überprüft. Die vorliegende Arbeit untersucht daher die Zusammenhänge unterschiedlicher Führungsstile mit diversen Stressindikatoren. Die Ergebnisse zweier Studien (N = 1311 und N = 101) weisen auf eine unterschiedliche Wirkung transformationaler, transaktionaler sowie mitarbeiter- und aufgabenorientierter Führungsverhaltensweisen in Abhängigkeit vom jeweiligen Stressindikator hin. Mitarbeiterorientierung zeigte durchgängig negative Zusammenhänge zu Stressindikatoren. Transaktionale Führung stand kurzfristig in einem positiven, längerfristig in einem negativen Verhältnis mit Indikatoren von Stress. Für die transformationale Führung waren die Ergebnisse entgegengesetzt. Implikationen für Theorie und Praxis werden diskutiert.


Leadership styles as stress barriers

Abstract Within organizations, stress has extensive consequences. Preventing stress might have positive effects on everyday working life as well as on organizational effectiveness. Leaders’ behaviors are one possibility to reduce or prevent stress. However, the question about which leadership styles specifically are relevant with regard to stress has not been addressed sufficiently. Thus, the present paper explored the relationships between different leadership styles and several indicators of stress. Results of two empirical studies (N = 1311 und N = 101) point at different effects of transformational, transactional and people- and task-oriented leadership, depending on the respective stress indicator. People-oriented leadership consistently showed negative relationships to stress indicators. In the short run, transactional leadership was positively related, while in the long run, it was negatively related to indicators of stress. Antipodal results were obtained for transformational leadership. Implications for theory and practice are discussed.

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