The role of leadership in reducing work stress

Oct 13, 2025 by talynt.org 85 views

The Effects of Work Requests and Relationships of Superiors - Subordinates on Work Stress: The Influence of Job Demands and Leader Members Exchange on Job Stress

Workload and Relationship of Superiors: Factors Causing Employee Work Stress

Work stress is a common problem faced by employees worldwide. Prolonged stress can have severe consequences, including fatigue, disease, decreased productivity, work accidents, and poor performance (Burke & Greenglass, 1991; Rivera, 2013). This study aims to investigate the two main factors contributing to work stress: work demands and superiors' relationships. By understanding these factors, organizations can develop effective strategies to reduce employee work stress and improve overall performance.

Understanding Work Demands

Work demands refer to the various aspects of work that can cause stress and pressure on employees. The three main components of work demands studied in this research are:

Workload: The amount of work assigned to an employee, including the number of tasks, deadlines, and responsibilities.
Emotional Burden: The emotional demands of work, including managing conflicts, dealing with difficult customers, and maintaining a positive attitude.
Cognitive Burden: The mental demands of work, including problem-solving, decision-making, and learning new skills.

The Relationship Between Superiors

The relationship between superiors and subordinates is a critical factor in determining work stress. This study measured the relationship between superiors based on four dimensions:

Contribution: The extent to which superiors contribute to the growth and development of their subordinates.
Loyalty: The level of loyalty and commitment shown by superiors to their subordinates.
Affection: The emotional connection and empathy between superiors and subordinates.
Professional Respect: The level of respect and admiration shown by superiors to their subordinates.

Methodology

This research was conducted at PT. X, involving 140 employees, using quantitative methods and measuring devices in the form of a scale of work demands, relationships, and work stress. The results of the analysis using multiple linear regression showed a positive influence of working demands and the relationship of superiors on work stress (r = 0.433; r2 = 18.7%; f = 15,776; p = 0,000). This indicates that the higher the demands of work and the worse the relationship between superiors, the higher the level of employee work stress.

Key Findings

The study found that the dimensions of affection and workload had the greatest contribution to employee work stress (r = 0.369; r2 = 13.6%; f = 21.735; p = 0,000). This suggests that a less harmonious relationship and a sense of less valued from superiors, as well as excessive workload, are the main factors that trigger work stress in employees.

Implications for Organizations

The results of this study can be a reference for PT. X to apply intervention strategies to reduce employee work stress. For example, companies can conduct training for supervisors to improve their ability to build positive relationships with subordinates, as well as implement effective workload management strategies. By creating a more conducive work environment and encouraging more optimal employee performance, organizations can improve overall productivity and reduce the risk of work-related stress.

Conclusion

Work stress is a significant problem that affects employees worldwide. By understanding the factors contributing to work stress, organizations can develop effective strategies to reduce employee work stress and improve overall performance. This study highlights the importance of work demands and superiors' relationships in determining work stress and provides recommendations for organizations to improve these factors. By implementing these strategies, organizations can create a more positive and productive work environment for their employees.

Recommendations for Future Research

This study provides a foundation for future research on work stress and its contributing factors. Future studies can explore the following areas:

The impact of work demands on employee well-being: This study focused on the relationship between work demands and work stress. Future research can investigate the impact of work demands on employee well-being, including physical and mental health.
The role of leadership in reducing work stress: This study highlighted the importance of superiors' relationships in determining work stress. Future research can explore the role of leadership in reducing work stress, including the impact of leadership styles and behaviors on employee well-being.
The effectiveness of intervention strategies: This study provided recommendations for organizations to reduce employee work stress. Future research can evaluate the effectiveness of these intervention strategies and identify best practices for reducing work stress.

By continuing to explore the factors contributing to work stress, organizations can develop more effective strategies to reduce employee work stress and improve overall performance.
Frequently Asked Questions: The Effects of Work Requests and Relationships of Superiors - Subordinates on Work Stress

Q: What is work stress, and why is it a problem for employees?

A: Work stress is a common problem faced by employees worldwide. Prolonged stress can have severe consequences, including fatigue, disease, decreased productivity, work accidents, and poor performance (Burke & Greenglass, 1991; Rivera, 2013). By understanding the factors contributing to work stress, organizations can develop effective strategies to reduce employee work stress and improve overall performance.

Q: What are the main factors contributing to work stress?

A: This study found that two main factors contributing to work stress are:

Work demands: The various aspects of work that can cause stress and pressure on employees, including workload, emotional burden, and cognitive burden.
Superiors' relationships: The relationship between superiors and subordinates, including contribution, loyalty, affection, and professional respect.

Q: How does workload contribute to work stress?

A: The study found that excessive workload is a significant contributor to work stress. Employees who feel overwhelmed by their workload are more likely to experience stress and anxiety.

Q: What is the role of emotional burden in work stress?

A: Emotional burden refers to the emotional demands of work, including managing conflicts, dealing with difficult customers, and maintaining a positive attitude. Employees who experience high levels of emotional burden are more likely to experience stress and burnout.

Q: How does the relationship between superiors contribute to work stress?

A: The study found that a less harmonious relationship and a sense of less valued from superiors are significant contributors to work stress. Employees who feel unsupported or undervalued by their superiors are more likely to experience stress and anxiety.

Q: What are some strategies for reducing work stress?

A: This study provides recommendations for organizations to reduce employee work stress, including:

Conducting training for supervisors: To improve their ability to build positive relationships with subordinates.
Implementing effective workload management strategies: To reduce the emotional and cognitive burden on employees.
Creating a more conducive work environment: To encourage more optimal employee performance and reduce the risk of work-related stress.

Q: What are some best practices for reducing work stress?

A: Some best practices for reducing work stress include:

Providing regular feedback and support: To employees to help them manage their workload and emotional burden.
Encouraging open communication: Between employees and superiors to build trust and improve relationships.
Fostering a positive work culture: To encourage employee well-being and reduce the risk of work-related stress.

Q: What are some potential consequences of ignoring work stress?

A: Ignoring work stress can have severe consequences, including:

Decreased productivity: As employees become less motivated and engaged.
Increased turnover: As employees leave the organization due to high levels of stress and burnout.
Poor performance: As employees become less effective and efficient in their work.

By understanding the factors contributing to work stress and implementing effective strategies to reduce employee work stress, organizations can improve overall performance and reduce the risk of work-related stress.