Emma Donaldson-Feilder & Rachel Lewis 
Preventing Stress in Organizations [EPUB ebook] 
How to Develop Positive Managers

Preventing Stress in Organizations:How to Develop
Positive Managersoffers an innovative, evidence-based approach
to help managers prevent and reduce workplace stress in their
staff.

* Winner of the 2013 BPS Book Award – Practitioner Text
category

* Provides information on the critical skills managers must
develop in order to prevent stress in their staff, and the key
ongoing behaviours that promote a healthy work environment

* Shows practitioners in occupational psychology, HR, Health and
Safety and related professions how positive management can be
integrated into an organizationâEUR(TM)s existing
practices and processes

* Serves as an essential guide for managers themselves on how to
incorporate proven stress management skills into their everyday
interactions with team members

* Balances rigorous research grounding with real-world vignettes,
case studies and exercises

Cuprins

1 Introduction 1

What is Stress? 2

What Stress is Not: Common Misperceptions 3

Common Causes of Stress 4

Work-Related Stress and the Line Manager 5

Summary 9

References 9

2 Why managing stress is important: The business and legalreasons 11

The Business Case 11

The Costs of Work-Related Stress 12

Calculating the Cost of Stress to Your Business 19

What Should We Be Doing to Monitor these Costs? 23

The Legal Case 24

Legal Cases of Work-Related Stress 25

What Should We Be Doing to Comply with Legislation? 28

Summary 29

References 29

3 How to manage work-related stress 31

Prevention 32

Training and Development 35

Support 37

Organizational, Manager and Team, and Individual Level Interventions 38

What Should Our Organization Be Doing? 41

Where Does the Line Manager Fit In? 42

Summary 44

Reference 44

4 Developing a framework to promote positive managerbehaviour 45

Rationale: The Need For a Stress Management Approach Focusing on Positive Manager Behaviour 46

Why We Took a Competency-Based Approach 49

The Research Underlying the Positive Manager Behaviour Frameworkand Approach 51

The Positive Manager Behaviour Framework 55

Evidence to Support a Positive Manager

Behaviour Approach 56

Useful Resources 64

References 65

5 Respectful and responsible: Managing emotions and havingintegrity (management competency 1) 67

Integrity 68

Managing Emotions 75

Considerate Approach 81

Summary 85

References 87

6 Managing and communicating existing and future work(management competency 2) 89

Proactive Work Management 90

Problem Solving 101

Participative/Empowering 106

Summary 119

References 121

7 Managing the individual within the team (managementcompetency 3) 123

Personally Accessible 124

Sociable 132

Empathetic Engagement 137

Summary 144

References 145

8 Reasoning/managing difficult situations (managementcompetency 4) 147

Managing Conflict 148

Use of Organizational Resources 157

Taking Responsibility for Resolving Issues 164

Summary 168

References 169

9 Overcoming barriers to positive manager behaviour171

Personal Level Barriers 172

Individual Work or Job Level Barriers 176

Team and Relationship Level Barriers 182

Organizational and Wider Level Barriers 186

Reference 189

10 Supporting managers to change their behaviour 191

Behaviour Change Is Possible 192

Theories of Behaviour Change 193

Implementing Behaviour Change Interventions 195

References 207

11 Is stress management just good management? 209

Comparing Positive Manager Behaviour with General Management/Leadership Competency Frameworks 211

Implications for Practice 214

How to Do Your Own Mapping 215

How to Identify Missing Positive Manager Behaviour Elements224

How to Integrate Missing Positive Manager Behaviour Elements225

Valuing People Management Skills 227

References 230

12 The way forward 231

Where are You Now? 231

Starting Out – Understanding Positive Manager Behaviourand How It Might Be Useful 233

Deciding How to Use Positive Manager Behaviour 234

Gaining Buy-In 240

Applying Positive Manager Behaviour 244

Sustainable Impact 250

References 253

Appendix 255

Index 261

Despre autor

Emma Donaldson-Feilder is a Director of Affinity Health at
Work and a Chartered Occupational Psychologist. In addition to her
roles as researcher and practitioner, working to improve employee
well-being and engagement, she is the author of numerous
publications, a regular conference presenter, and a media
commentator on issues relating to health at work.

Rachel Lewis is a Director of Affinity Health at Work, a
Chartered Occupational Psychologist and a lecturer in Occupational
Psychology at Kingston Business School. She combines her academic
career with regular conference speaking, consultancy and training,
focusing on the links between leadership, management and employee
well-being.

Joanna Yarker is a Director of Affinity Health at Work
and a Chartered Occupational Psychologist. She has previously held
posts at Goldsmiths, University of London and the University of
Nottingham. She writes regularly for academic and trade journals,
and offers guidance and training to public and private sector
organizations focused on improving workplace health.