1. Impact of Management Style on Stress at Work
13 September 2018
Joy Arkley
HR Business Partner
Title page

2. No fire alarm expected; Mobile phones on silent;
General housekeeping
No fire alarm expected;
Mobile phones on silent;
Respect to participants and trainer;
Confidentiality.
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3. To consider management styles and their impact
Learning Objectives
To consider management styles and their impact
Better understanding of mental health
Responsibilities of managers
Individual responsibility
Appropriate interventions
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4. Management Styles
Which one are you?
Stress and Mental Health
Environmental Risk Factors
Role of Line Manager in Supporting Mental Wellbeing
Providing Effective Support to Colleagues with Poor Mental Health

5. Management Styles
“Management Style is the manner in which managers exercise their authority in the workplace and ensure that their objectives are achieved”. (Source:CMI)
Shift from command and control
1950’s
Rensis Likert 4 – different styles

6. Management Styles Continued
1960’s McGregor –

7. Management Styles Continued
Blake & Mouton Managerial Grid

8. Indicators of Your Management Style
Know Yourself – preferred ways of working, what motivates you, how do you communicate with colleagues
Look at your work habits – how do you manage your time, how do you set work priorities, how organised are you,
How others see you – how do you interact/react with others, how does your behaviour contribute to things going badly or well
Context- team members and their expectations, culture of the organisation, management structures, behavioural and cultural norms

9. So What………
How we manage staff has an impact on them and evidence suggests that there is a direct correlation between management styles and positive mental health at work
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10. Understanding Mental Health
World Health Organisation defines Good Mental Health as:
“ A state of wellbeing in which the individual realises his or her own abilities, can cope with the normal stresses of life, can work productively and fruitfully and is able to make a contribution to his or her own community”
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11. Stress and Mental Health
HSE define stress as:
“The adverse reaction people have to excessive pressure or other types of demand placed upon them”
Psychological state
Physical symptoms
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12. Environmental Risk Factors
Typical environmental risk factors that can adversely affect employee mental health include:
Long working hours
Lone working
A lack of job security
Unrealistic or unmanageable workloads, expectations or deadlines
Little involvement in decision-making and planning
Mismatch of job to individual’s skills and competencies
Organisational change
Negative relationships or poor communication
Lack of organisational support for managers and employees
Ineffective action on tackling destructive behaviour such as bullying, harassment
High risk role and high pressure environments
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13. Role of Line Managers in Supporting Mental Wellbeing
Should be able to recognise the signs of poor mental health
Should seek advice if concerned
Foster an environment where employees feel comfortable talking about their mental health
Engage in conversation with any employee whom they believe may have a mental health problem
Manage the potential sources of excess pressure in their team
Participate in training designed to educate and raise awareness of mental health issues at work
Help signpost individuals who disclose a mental health problem to access appropriate help
Support employees returning to work following absence
Help to demystify and destigmatise mental health
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14. Secondary Intervention Tertiary level Support
Providing Effective Support to colleagues experiencing poor mental health
Primary prevention
Secondary Intervention
Tertiary level Support
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15. THANK YOU
ANY QUESTIONS ?
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16. MIND – www.mindaberystwyth.org
Sources of advice:
MIND –
Mental Health First Aid -
ACAS –
CMI –
Employee Assistance Programme – information/eap/
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