An Interpersonal Perspective of Perceived Stress: Examining the Prosocial Coping Response Patterns of Stressed Managers
This research was supported, in part, by a Social Sciences and Human- ities Research Council research grant awarded to Julie M. McCarthy (435‐2015‐0220).
Journal of Organizational Behavior
We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tested our predictions in a sample of 281 employees and their 53 managers working in a clothing retailer in Turkey. Consistent with predictions, we found positive effects of managers' perceived stress on their prosocial coping behaviors and employee outcomes. Managers' perceived stress was positively related to sharing credit with employees for managers who held positive implicit prototypes about employees. Results also indicated that managers' perceived stress was positively related to sharing knowledge with their subordinates regardless of implicit follower prototypes. Both sharing credit and sharing knowledge, in turn, were related to turnover intentions and actual turnover, and sharing credit was related to job performance. This study extends past work by adopting an interpersonal perspective of stress and demonstrating that managerial stress can have positive effects on employee outcomes via prosocial coping behaviors.
Locate the Document
McCarthy JM, Erdogan B, Bauer TN. An interpersonal perspective of perceived stress: Examining the prosocial coping response patterns of stressed managers. J Organ Behav. 2019;1–18.