Enhancing line managers’ stress management competencies 

Employees often identify management behaviour as a major factor in any work-related stress. So, leaders need also to think about their own behaviour and whether it adds to or helps alleviate the stress experienced by practitioners. The HSE, in collaboration with the CIPD (Chartered Institute of Personnel and Development) and Investors in People, has developed a set of competencies to help leaders assess whether they have the behaviours known to be effective for preventing and reducing stress at work (Donaldson-Feilder et al., 2011).

The HSE process enables leaders to reflect on their behaviour and management style and identify areas for development. There are three related tools (see here):

1. A self-assessment tool for leaders (see below)

2. A tool that also requires input from the manager’s team (180 degree)

3. And a tool that requires input from workers, senior leaders and colleagues (360 degree).

Many organisations use this framework to help them manage stress proactively by guiding management recruitment, selection and training. It will help leaders in health and social care organisations identify the behaviours that are likely to support wellbeing and build a culture of resilience. The CIPD provides a questionnaire to help leaders identify the extent to which their management approach aligns with the behaviours found to support health, wellbeing and engagement.

Management competencies for preventing or reducing work-related stress

The framework comprises four broad areas of managerial behavioural (and 12 specific behaviours) that have been identified as important for preventing and reducing stress.

1. Managing emotions and having integrity

• Managing emotions (e.g. approaches deadlines or crises calmly; does not pass their own stress on to the team)

• Integrity (e.g. is a good role model; is honest and consistent)

• Considerate approach (e.g. shows respect; prioritises people’s work-life balance)

2. Managing and communicating workload

• Proactive work management (e.g. communicates objectives clearly; manages current and future workloads to minimise stress)

• Problem-solving (e.g. deals rationally with difficulties; is decisive)

• Participative/empowering (e.g. delegates work fairly; involves team members in decision-making)

3. Managing the individual within the team

• Personally accessible (e.g. communicates in person rather than by email; responds to requests promptly)

• Sociable (e.g. is friendly and has a sense of humour)

• Empathic engagement (e.g. a good listener; shows an interest in others and concern for their problems)

4. Reasoning/managing difficult situations

• Managing conflict (e.g. remains objective; deals with conflict promptly)

• Use of organisational resources (e.g. seeks advice and support from others to resolve difficulties)

• Taking responsibility for resolving issues (e.g. tackles bullying; follows up conflicts after resolution).

For more information and to download the tools, see here.