Line management behaviour and stress at work Updated ... - CIPD
Line management behaviour and stress at work Updated ... - CIPD
Line management behaviour and stress at work Updated ... - CIPD
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Management competencies for preventing <strong>and</strong> reducing <strong>stress</strong> <strong>at</strong> <strong>work</strong>: refined<br />
frame<strong>work</strong> following phase 2 of the research<br />
Competency<br />
Subcompetency<br />
Do (3)<br />
Don’t (7)<br />
Examples of manager <strong>behaviour</strong><br />
Respectful <strong>and</strong> responsible:<br />
managing emotions <strong>and</strong> having integrity<br />
Integrity<br />
Managing<br />
emotions<br />
Consider<strong>at</strong>e<br />
approach<br />
3<br />
7<br />
3<br />
7<br />
7<br />
• is a good role model<br />
• tre<strong>at</strong>s team members with respect<br />
• is honest<br />
• says one thing, then does something different<br />
• speaks about team members behind their backs<br />
• acts calmly in pressured situ<strong>at</strong>ions<br />
• takes a consistent approach to managing<br />
• is unpredictable in mood<br />
• passes on <strong>stress</strong> to employees<br />
• panics about deadlines<br />
• takes suggestions for improvement as a personal criticism<br />
• makes short-term dem<strong>and</strong>s r<strong>at</strong>her than allowing planning<br />
• cre<strong>at</strong>es unrealistic deadlines<br />
• gives more neg<strong>at</strong>ive than positive feedback<br />
• relies on others to deal with problems<br />
• imposes ‘my way is the only way’<br />
• shows a lack of consider<strong>at</strong>ion for <strong>work</strong>–life balance<br />
Managing <strong>and</strong> communic<strong>at</strong>ing existing <strong>and</strong> future <strong>work</strong><br />
Proactive<br />
<strong>work</strong><br />
<strong>management</strong><br />
Problemsolving<br />
Particip<strong>at</strong>ive/<br />
empowering<br />
3<br />
3<br />
• clearly communic<strong>at</strong>es employee job objectives<br />
• develops action plans<br />
• monitors team <strong>work</strong>load on an ongoing basis<br />
• encourages team to review how they organise <strong>work</strong><br />
• stops additional <strong>work</strong> being taken on when necessary<br />
• <strong>work</strong>s proactively<br />
• sees projects/tasks through to delivery<br />
• reviews processes to see if <strong>work</strong> can be improved<br />
• prioritises future <strong>work</strong>loads<br />
• deals r<strong>at</strong>ionally with problems<br />
• follows up problems on team’s behalf<br />
• deals with problems as soon as they arise<br />
7 • is indecisive <strong>at</strong> decision-making<br />
3<br />
• gives employees the right level of responsibility<br />
• correctly judges when to consult <strong>and</strong> when to make a<br />
decision<br />
• keeps employees informed of wh<strong>at</strong> is happening in<br />
the organis<strong>at</strong>ion<br />
• acts as a mentor<br />
• deleg<strong>at</strong>es <strong>work</strong> equally<br />
• helps team members develop in their role<br />
• encourages team particip<strong>at</strong>ion<br />
• provides regular team meetings<br />
7 • gives too little direction to employees<br />
© Crown Copyright 2008<br />
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