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Stress in the office is contagious — here’s how to stop it from spreading

papersFlickr

Daniel Keating is the author of “BORN
ANXIOUS: The Lifelong Impact of Early Life Adversity and How to
Break the Cycle
,” out now from St. Martin’s Press.

Everywhere we look, ominous signs
reveal a
mushrooming stress epidemic
.

Predictably, this stress epidemic
is driving up costs to business from lost productivity and
innovation.
But recent
research provides insights on how to counter these trends.

Here are four leadership keys to
easing and even reversing the rising costs of stress in the
workplace.

Making stress contagion work in your favor

Stress contagion in the workplace
– the physiological linkage among individuals working together on
teams – is a real phenomenon, because teams become aligned with
each other in
their physiological response
.
This “second hand stress” can be harmful to
team productivity and restrict creativity in problem solving if
the contagion
leads to everyone being stressed out
.

But research
also shows that a moderate level of stress arising
from a desire to succeed can also spread to the full team and
actually enhance productivity. Bringing the role of stress – and
excess stress – to the attention of team leaders can help
regulate stress levels to achieve the “sweet spot” of focused
productivity.

Maintaining this balance –
between excessive stress that leads to burnout and a reasonable
stress level that enhances performance – is too important to
leave to chance. Leadership styles and structures that create
and maintain that balance is the key.

Leaders need to look at themselves

The primary driver of workplace
stress is how leaders deal with their own reactions to stress.
They may convey excess, toxic levels of stress to those they lead
for three
reasons
: the demands exceed their control over the situation;
they perceive this is the case, even when it is not; or they may
be “stress-dysregulated”, with an amped-up stress reaction, on
high alert virtually all the time.

Leaders reacting badly under
stress permeate an organization,
leading to toxic stress and burnout
for the teams they lead.

If leaders are truly facing
impossible demands, then this needs to be communicated
effectively to key decision-makers. But seeing the situation
clearly is a key, because overestimating risk has the same effect
on stress responses as actual threats. And a frequently
overlooked factor is that more of us are burdened with an
overactive stress response that becomes contagious to the group
as a whole.

Though this may seem at odds with
notions of the successful Type-A leader who mercilessly drives
the organization to achieve, the evidence shows that leaders who
keep everyone on edge with threats and unreasonable demands are
much less effective. There are ways to
bring stress reactions into a healthier balance
, and leaders
should pay attention to evaluating and managing their own
stress.

Collaborative leadership is better for stress
management

Beyond helping leaders attain
better stress management for themselves, are there leadership
styles that work best for achieving the “sweet spot” leading to
higher productivity? This too is a question of balance. Leaders
need to be
assertive, goal-setting, and, ideally, inspirational
to set
the direction and maintain that focus.

But good leadership also needs to
find ways to inspire
strong, competent “followership.”
Collaborative leadership
styles strike this balance best by focusing on the people and
teams, and not only on tasks.

Heidi Kasevich provides
compelling evidence that this combination of focusing on people,
teams, and tasks often comes more easily to women leaders, with
enhancements to productivity, although they are often at a
disadvantage because of lingering cultural assumptions that view
the same behaviors as “assertive” in
men but “bossy” in women.

Upper level leaders need to be

especially attentive to these patterns
among the managers who
report to them, and create norms allowing multiple open lines of
communication so that anyone can respectfully and directly bring
problems to their attention before excessive stress undermines
the goals of the organization.

Workplace civility paves the way to productivity

Contagion of toxic stress from
leaders and within teams makes it critical to create a positive,
well-regulated workplace. Workplace incivility deals a fatal
blow to balance. When the level of stress gets too high,
workplace incivility increases, leading to major costs to the
organization.

Christine Porath and Christine
Pearson recently
reported
some costs of workplace incivility and stress: 48%
intentionally decreased their work effort; 47% intentionally
decreased the time spent at work; 66% said that their performance
declined, and 78% said that their commitment to the organization
declined.

Even one stress-dysregulated
coworker can disrupt good
working environments
, causing toxic stress and hostility in
groups that need to work together. Creating clear criteria about
workplace civility as well as norms for addressing conflict can
help, as can attention to specific needs of individuals who are
routinely disruptive.

Often, they may be unaware that
they are the source, because their anxiety, agitation, and anger
arise automatically. Workplace civility can be learned, and
norms for successfully managing conflict can be celebrated,
leading to a stress-regulated “culture” of the
organization.

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if (allowUserMatch() && kuid) {
var prefix = location.protocol == 'https:' ? "https:" : "http:";
var kurl_params = encodeURIComponent("_kuid=" + kuid + "&_kdpid=afae52b8-1e27-4650-bd6a-ed7d982f5a6a&dlxid=&dlxdata=”);
var kurl = prefix + “//beacon.krxd.net/data.gif?” + kurl_params;
var dlx_url = ‘//r.nexac.com/e/getdata.xgi?dt=br&pkey=iqbg41iqbgj68&ru=’ + kurl;
new Image().src = dlx_url;

}
})();
]]><![CDATA[
(function() {
var kuid = Krux('get', 'user');
if (kuid) {
var prefix = location.protocol == 'https:' ? "https:" : "http:";
var kurl_params = encodeURIComponent("_kuid=" + kuid + "&_kdpid=a8138b01-9fff-43bb-b649-99241ab62170&dlxid=&dlxdata=”);
var kurl = prefix + “//beacon.krxd.net/data.gif?” + kurl_params;
var dlx_url = ‘//r.nexac.com/e/getdata.xgi?dt=br&pkey=qkgx66qkgxw46&ru=’ + kurl;
var i = new Image();
i.src = dlx_url;
}
})();
]]>
<![CDATA[
(function() {
var kuid = Krux('get', 'user');
if (kuid) {
var prefix = location.protocol == 'https:' ? "https:" : "http:";
var kurl_params = encodeURIComponent("_kuid=" + kuid + "&_kdpid=67d37f6f-5439-4715-bfc5-8d4c5c1ecb73&dlxid=&dlxdata=”);
var kurl = prefix + “//beacon.krxd.net/data.gif?” + kurl_params;
var dlx_url = ‘//r.nexac.com/e/getdata.xgi?dt=br&pkey=yxvg96yxvgp90&ru=’ + kurl;
var i = new Image();
i.src = dlx_url;
}
})();
]]>

By Taboola

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