Manager–Team (Dis)agreement on Stress-Preventive Behaviours: Relationship with Psychosocial Work Environment and Employees’ Well-Being

Stefano Toderi, Glauco Cioffi (), Joanna Yarker, Rachel Lewis, Jonathan Houdmont and Cristian Balducci
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Stefano Toderi: Department of Psychology, University of Bologna, 40127 Bologna, Italy
Glauco Cioffi: Department of Psychology, University of Bologna, 40127 Bologna, Italy
Joanna Yarker: Affinity Health at Work, London SW12 9NW, UK
Rachel Lewis: Affinity Health at Work, London SW12 9NW, UK
Jonathan Houdmont: Faculty of Medicine & Health Sciences, University of Nottingham, Nottingham NG7 2RD, UK
Cristian Balducci: Department for Life Quality Studies, University of Bologna, 47921 Rimini, Italy

IJERPH, 2024, vol. 21, issue 8, 1-19

Abstract: The “Management Competencies to Prevent and Reduce Stress at Work” (MCPARS) approach focuses on identifying the stress-preventive managers’ competencies able to optimise the employees’ well-being through the management of the psychosocial work environment. Considering leadership as contextualised in complex social dynamics, the self–other agreement (SOA) investigation of the MCPARS may enhance previous findings, as it allows for exploring the manager–team perceptions’ (dis)agreement and its potential implications. However, no studies have tested the MCPARS using the SOA and multisource data. Grounded in Yammarino and Atwater’s SOA reference theory, we conducted an in-depth investigation on the MCPARS’s theoretical framework by examining the implications of manager–team (dis)agreement, regarding managers’ competencies, on employees’ psychosocial environment (H1–H2) and affective well-being (H3). Data from 36 managers and 475 employees were analysed by performing several polynomial regressions, response surface, and mediation analyses. The results reveal a significant relationship between SOA on MCPARS and employees’ perceptions of the psychosocial environment (H1). Employees report better perceptions when supervised by in-agreement good or under-estimator managers, while lower ratings occur under over-estimator or in-agreement poor managers (H2). Moreover, the psychosocial environment significantly mediated the relationship between SOA on MCPARS and employees’ well-being (H3). The MCPARS theoretical model’s soundness is supported, and its implications are discussed.

Keywords: self–other agreement; management competencies; work-related stress; polynomial regression; psychosocial work environment; well-being (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2024
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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