Transformational and transactional leadership and followers’ chronic stress

Rowold, Jens and Schlotz, Wolff (2009) Transformational and transactional leadership and followers’ chronic stress. Leadership Review, 9 (Spring), 35-48.

Abstract

This study sought to provide information about the relationship between supervisors’ leadership styles and subordinates’ experience of chronic stress. Drawing on a sample of employees (N = 244) working in a German government agency, we tested relationships between transformational, transactional and nonleadership styles and facets of chronic stress (i.e., excessive work and social demands, dissatisfaction with work and social recognition, performance pressure, and social conflicts), while controlling for subordinates’ demographics and hierarchical level. Findings: It was found that one of the transformational leadership scales (i.e., individualized consideration) was negatively related to dissatisfaction. In contrast, the transactional subscale of management-by-exception passive was positively related to four indicators of chronic stress, while controlling for all other transformational and transactional leadership styles. Future research should include objective indicators of stress. Managers in governmental organizations should avoid utilizing the transactional leadership style of management-by-exception passive in order to foster employees’ health. The results allow for a more thorough and detailed understanding of leadership behavior, stress prevention, and occupational health.

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