Preventing Stress in Organizations:How to Develop Positive Managersoffers an innovative, evidence-based approach to help managers prevent and reduce workplace stress in their staff. Winner of the 2013 BPS Book Award - Practitioner Text category Provides information on the critical skills managers must develop in order to prevent stress in their staff, and the key ongoing behaviours that promote a healthy work environment Shows practitioners in occupational psychology, HR, Health and Safety and related professions how positive management can be integrated into an organization s existing practices and processes Serves as an essential guide for managers themselves on how to incorporate proven stress management skills into their everyday interactions with team members Balances rigorous research grounding with real-world vignettes, case studies and exercises

Preventing Stress in Organizations:How to DevelopPositive Managersoffers an innovative, evidence-based approachto help managers prevent and reduce workplace stress in theirstaff.* Winner of the 2013 BPS Book Award - Practitioner Textcategory* Provides information on the critical skills managers mustdevelop in order to prevent stress in their staff, and the keyongoing behaviours that promote a healthy work environment* Shows practitioners in occupational psychology, HR, Health andSafety and related professions how positive management can beintegrated into an organizationâEUR(TM)s existingpractices and processes* Serves as an essential guide for managers themselves on how toincorporate proven stress management skills into their everydayinteractions with team members* Balances rigorous research grounding with real-world vignettescase studies and exercises

1 Introduction 1What is Stress? 2What Stress is Not: Common Misperceptions 3Common Causes of Stress 4Work-Related Stress and the Line Manager 5Summary 9References 92 Why managing stress is important: The business and legalreasons 11The Business Case 11The Costs of Work-Related Stress 12Calculating the Cost of Stress to Your Business 19What Should We Be Doing to Monitor these Costs? 23The Legal Case 24Legal Cases of Work-Related Stress 25What Should We Be Doing to Comply with Legislation? 28Summary 29References 293 How to manage work-related stress 31Prevention 32Training and Development 35Support 37Organizational, Manager and Team, and Individual LevelInterventions 38What Should Our Organization Be Doing? 41Where Does the Line Manager Fit In? 42Summary 44Reference 444 Developing a framework to promote positive managerbehaviour 45Rationale: The Need For a Stress Management Approach Focusing onPositive Manager Behaviour 46Why We Took a Competency-Based Approach 49The Research Underlying the Positive Manager Behaviour Frameworkand Approach 51The Positive Manager Behaviour Framework 55Evidence to Support a Positive ManagerBehaviour Approach 56Useful Resources 64References 655 Respectful and responsible: Managing emotions and havingintegrity (management competency 1) 67Integrity 68Managing Emotions 75Considerate Approach 81Summary 85References 876 Managing and communicating existing and future work(management competency 2) 89Proactive Work Management 90Problem Solving 101Participative/Empowering 106Summary 119References 1217 Managing the individual within the team (managementcompetency 3) 123Personally Accessible 124Sociable 132Empathetic Engagement 137Summary 144References 1458 Reasoning/managing difficult situations (managementcompetency 4) 147Managing Conflict 148Use of Organizational Resources 157Taking Responsibility for Resolving Issues 164Summary 168References 1699 Overcoming barriers to positive manager behaviour171Personal Level Barriers 172Individual Work or Job Level Barriers 176Team and Relationship Level Barriers 182Organizational and Wider Level Barriers 186Reference 18910 Supporting managers to change their behaviour 191Behaviour Change Is Possible 192Theories of Behaviour Change 193Implementing Behaviour Change Interventions 195References 20711 Is stress management just good management? 209Comparing Positive Manager Behaviour with GeneralManagement/Leadership Competency Frameworks 211Implications for Practice 214How to Do Your Own Mapping 215How to Identify Missing Positive Manager Behaviour Elements224How to Integrate Missing Positive Manager Behaviour Elements225Valuing People Management Skills 227References 23012 The way forward 231Where are You Now? 231Starting Out - Understanding Positive Manager Behaviourand How It Might Be Useful 233Deciding How to Use Positive Manager Behaviour 234Gaining Buy-In 240Applying Positive Manager Behaviour 244Sustainable Impact 250References 253Appendix 255Index 261