Thoughts on Leadership skills to increase Efficiency while reducing Stress and Burnout

Introduction

Successful organizations are steered by leaders who understand organizational challenges and opportunities. The following leadership plan aims to break down organizational leadership into three major parts: challenges of stress in the work environment, employee burnout, and opportunities for increasing productivity. I will review each topic regarding its impact from an employee and employer perspective and provide recommendations. I strive to outline the correlation between management styles, stress, employee satisfaction, efficiency, and transform these results into a leadership plan. 

This article will further demonstrate how influential leaders are for developing organizations and what skills (empathy, team building, forward-looking, interpersonal relationships, to name a few) are needed to inspire (Diana - Nicoleta et al., 2019). Since leadership programs should consider social identity and diversity (Dugan & Humbles, 2018), I will propose methods and action items to account for a diverse workforce. 

Stress in the work environment

Work stress plays a significant role in an individual's health, and more than half of the workforce worldwide is negatively affected by it (Hao Zhou et al., 2015). However, stress has a negative impact on the employee and the organizations' performance alike. In the following section, I will focus on leadership and different leadership methods due to their direct correlation with stress (Hao Zhou et al., 2015). 

As a first step, and since stress can result from the workload and work climate, I recommend implementing an anonymous employee survey to understand the status quo and areas of concern. Whereas stress resulting from too much workload is easy to alleviate, transforming a work culture is more challenging.  

Leaders need to be aware that they create the organization's work climate through their values, leadership style, and actions. Thus, it is up to the leaders to understand their managing style (be aware), its implications and identify ways of improvement. As the first step of our proposed leadership plan, I would set up a training program focusing on ethical and emotional leadership skills. An ethical and open leadership style (including positive motivation, moral behavior, showing empathy, establishing two-way communication, and providing sufficient job autonomy) reduces stress and increases organizational performance (Carrillo et al., 2018; Hao Zhou et al., 2015; Yao et al., 2014). Another element is recognizing how vital emotional intelligence is when working with a diverse team (Carrillo et al., 2018). Providing emotional support to employees is essential in reducing stress, burnout, and increasing job satisfaction (Ford Jr., 1985). One way to achieve this could be by offering counseling opportunities. An organization should consider adding this option to its employee benefits. 

An organization should also consider the implementation of a mentorship system. Participants will benefit from the first-hand experience, and it further demonstrates the Company's commitment to improving leadership skills. By incorporating culturally competent leadership styles into this training program, the organization will also account for an ethnically diverse workforce (Keele, 2016). Besides social and emotional capabilities, a leader needs to have analytical abilities, communicate effectively, and inspire (Qadri, 2016). These leadership skills steer to a more healthy and stress reduced work environment, which increases productivity and job satisfaction (Halkos & Bousinakis, 2010). By implementing such training programs, focusing on leadership and its effects on the organizational culture, the Company can reduce stress and minimize the risk of burnout for its employees. 

Challenges of employee burnout

If employers cannot mitigate extended exposure to stress, this can lead to burnout (Hollet-Haudebert et al., 2011). Burnout often manifests with severe health concerns. The employee often loses all motivation, leading to feelings of hopelessness (depression). Noteworthy triggers are chronic stress and extended working hours. Burnout is a problem for the employee, the employer, and society (Had?ibajramovi et al., 2020). 

As pointed out before, leaders should follow a more transformational and not transactional leadership style, as it mitigates work stress and reduces negative employee behavior (Yao et al., 2014). However, how should an organization react if managers only perceive to follow this advice? The use of observational checklists, or diaries of transformational behaviors, could be a useful tool when analyzing leadership styles (Vignoli et al., 2018). Burnout is a clear indication of a constant stressful work environment. Depersonalization and personal nonaccomplishment are also two significant triggers for burnout (Hollet-Haudebert et al., 2011). By recognizing these stressors, it is up to the organization to train its managers and implement countermeasures. Only when an organization creates a work environment of respect, openness, and fairness will employees approach their supervisor and advise them about their struggles. 

Another recommendation for an organization might be implementing an anonymous "stress hotline" or "stress website," which would allow employees to raise their concerns without approaching their immediate supervisor. In summary, I would recommend a holistic approach to alleviate burnout, including maintaining work-life balance; creating a culture of team spirit and friendliness; training and support courses; counseling, wellness programs, and offering social support (Omrane et al., 2018).

Opportunities for increasing productivity

One significant factor for increasing productivity is creating a positive workplace atmosphere in which employees feel appreciated. By setting individual, achievable goals, the employer can boost motivation, reduce stress, and increases productivity. A report from 2002 shows that 40 million workers in the European Union suffer from work-related stress, leading to €20 billion in loss of productivity and 50 to 60 percent loss of workdays due to stress (Hollet-Haudebert et al., 2011). These data indicate that the reduction of work stress represents a significant opportunity for increasing productivity. 

I further recommend that organizations review their working hours and if their culture promotes a work-life balance. Do managers lead by example? If employees see that their managers work extended hours, they can perceive this as being expected from everyone. Organizations should also consider offering flexible working hours, as multiple studies support the positive correlation between flex-time, employee motivation and productivity (Petak & Miller, 2019). All the factors mentioned above will benefit the workers, their families, and the employer while yielding an increase in performance (Iacovoiu, 2020).  

Based on these findings, I argue that organizations should create a work-life balance culture with flex-time work options and telework (remote working) options. Positive recognition, setting achievable goals while acknowledging a diverse workforce's needs (telework, flexible scheduling, ergonomic design, assistive technology, appreciation of diversity) are the foundation of increasing productivity. 

Conclusion

In conclusion, we see that all three factors (challenges of stress in the work environment, employee burnout, and opportunities for increasing productivity) are correlated. Constant stress leads to a reduction in productivity and burnout. By mitigating these risks and creating an open, ethical, and rewarding work environment, employers motivate employees, reduce stress, and increase motivation and productivity. There is a clear negative correlation between constant pressure and success. An organization should identify the status-quo through an employee survey, set up training, counseling and wellness programs, and build a corporate culture of trust, reward, openness, and fairness. By setting individual, achievable goals and promoting a diverse team spirit environment, organizations put themselves on the path to success.

References

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