From the San Diego State University press release:<\/p>\n
\nRecently published research from SDSU management professor, Dr. Gabi Eissa and University of Wisconsin — Eau Claire management professor, Dr. Rebecca Wyland, shows that “managers who demonstrate ethical leadership<\/strong> through two-way communication, positive reinforcement and emotional support<\/strong> not only mitigates this type of employee behavior<\/strong>, but also helps alleviate stress in the work environment<\/strong>.”<\/p>\n
\nTheir research, published in\u00a0Applied Psychology: An International Review<\/em>, determined conflicts between the home and work environment causes stress for employees, who, in turn, engage in words and behavior meant to damage the reputation of their co-workers<\/strong>. “When family and life issues conflict with work situations, this can cause ‘hindrance stress<\/strong>‘ which means job demands are viewed as obstacles to personal growth or goals,” said Eissa. “Hindrance stress often depletes the employee’s ability to exercise self-control<\/strong> and they lash out with aggressive and undermining behavior toward their peers.”<\/p>\n
While it would be easy for supervisors to ignore the situation or to confront and punish employees for counter-productive behavior, their research shows that ethical leadership may prevent these types of outbursts from ever even happening.<\/p>\n
“We define ‘ethical leadership<\/strong>‘ as supervisors who demonstrate appropriate work conduct through their personal actions<\/strong> and those who engage employees by discussing their work-related worries and emotions<\/strong>,” said Eissa. “Ethical leaders want to help employees respond positively to negative situations and they try to offer resources to help employees who may find themselves hitting a rough patch.”<\/p>\n
Eissa and Wyland surveyed 156 employees who worked at least 20 hours a week (focal employees) and one of their co-workers to determine how work-family conflict affected hindrance stress (can we define hindrance stress?). They asked focal employees to measure work\/family conflict stress, hindrance stress and the ethical leadership qualities of their management team. They then asked the co-workers a series of questions designed to measure social undermining activities.<\/p>\n
“Once the data was merged, the results showed that hindrance stress — a specific type of stress — was a key factor that linked work-family conflict to social undermining,” reported Eissa. “We also found less social undermining among employees in presence of ethical leadership<\/strong> as well as how and when work-family conflict led social undermining.”<\/p>\n
“Our conclusions may have implications for organizational policies, programs and training initiatives that are aimed at reducing work-family conflict and hindrance stress. This, of course, leads to less social undermining and a more positive, productive workplace,” said Eissa. “Our findings may help organizations to understand the importance of having ethical leaders, but it takes commitment from their top leadership to make this a reality.”<\/p>\n<\/div>\n<\/blockquote>\n","protected":false},"excerpt":{"rendered":"
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