Preventing Stress in Organizations – How to Develop Positive Managers

<p>1 Introduction 1</p>
<p>What is Stress? 2</p>
<p>What Stress is Not: Common Misperceptions 3</p>
<p>Common Causes of Stress 4</p>
<p>Work–Related Stress and the Line Manager 5</p>
<p>Summary 9</p>
<p>References 9</p>
<p>2 Why managing stress is important: The business and legal reasons 11</p>
<p>The Business Case 11</p>
<p>The Costs of Work–Related Stress 12</p>
<p>Calculating the Cost of Stress to Your Business 19</p>
<p>What Should We Be Doing to Monitor these Costs? 23</p>
<p>The Legal Case 24</p>
<p>Legal Cases of Work–Related Stress 25</p>
<p>What Should We Be Doing to Comply with Legislation? 28</p>
<p>Summary 29</p>
<p>References 29</p>
<p>3 How to manage work–related stress 31</p>
<p>Prevention 32</p>
<p>Training and Development 35</p>
<p>Support 37</p>
<p>Organizational, Manager and Team, and Individual Level Interventions 38</p>
<p>What Should Our Organization Be Doing? 41</p>
<p>Where Does the Line Manager Fit In? 42</p>
<p>Summary 44</p>
<p>Reference 44</p>
<p>4 Developing a framework to promote positive manager behaviour 45</p>
<p>Rationale: The Need For a Stress Management Approach Focusing on Positive Manager Behaviour 46</p>
<p>Why We Took a Competency–Based Approach 49</p>
<p>The Research Underlying the Positive Manager Behaviour Framework and Approach 51</p>
<p>The Positive Manager Behaviour Framework 55</p>
<p>Evidence to Support a Positive Manager</p>
<p>Behaviour Approach 56</p>
<p>Useful Resources 64</p>
<p>References 65</p>
<p>5 Respectful and responsible: Managing emotions and having integrity (management competency 1) 67</p>
<p>Integrity 68</p>
<p>Managing Emotions 75</p>
<p>Considerate Approach 81</p>
<p>Summary 85</p>
<p>References 87</p>
<p>6 Managing and communicating existing and future work (management competency 2) 89</p>
<p>Proactive Work Management 90</p>
<p>Problem Solving 101</p>
<p>Participative/Empowering 106</p>
<p>Summary 119</p>
<p>References 121</p>
<p>7 Managing the individual within the team (management competency 3) 123</p>
<p>Personally Accessible 124</p>
<p>Sociable 132</p>
<p>Empathetic Engagement 137</p>
<p>Summary 144</p>
<p>References 145</p>
<p>8 Reasoning/managing difficult situations (management competency 4) 147</p>
<p>Managing Conflict 148</p>
<p>Use of Organizational Resources 157</p>
<p>Taking Responsibility for Resolving Issues 164</p>
<p>Summary 168</p>
<p>References 169</p>
<p>9 Overcoming barriers to positive manager behaviour 171</p>
<p>Personal Level Barriers 172</p>
<p>Individual Work or Job Level Barriers 176</p>
<p>Team and Relationship Level Barriers 182</p>
<p>Organizational and Wider Level Barriers 186</p>
<p>Reference 189</p>
<p>10 Supporting managers to change their behaviour 191</p>
<p>Behaviour Change Is Possible 192</p>
<p>Theories of Behaviour Change 193</p>
<p>Implementing Behaviour Change Interventions 195</p>
<p>References 207</p>
<p>11 Is stress management just good management? 209</p>
<p>Comparing Positive Manager Behaviour with General Management/Leadership Competency Frameworks 211</p>
<p>Implications for Practice 214</p>
<p>How to Do Your Own Mapping 215</p>
<p>How to Identify Missing Positive Manager Behaviour Elements 224</p>
<p>How to Integrate Missing Positive Manager Behaviour Elements 225</p>
<p>Valuing People Management Skills 227</p>
<p>References 230</p>
<p>12 The way forward 231</p>
<p>Where are You Now? 231</p>
<p>Starting Out Understanding Positive Manager Behaviour and How It Might Be Useful 233</p>
<p>Deciding How to Use Positive Manager Behaviour 234</p>
<p>Gaining Buy–In 240</p>
<p>Applying Positive Manager Behaviour 244</p>
<p>Sustainable Impact 250</p>
<p>References 253</p>
<p>Appendix 255</p>
<p>Index 261</p>