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Leadership Styles: Work Stress, Related Outcomes and Health

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Abstract

Evidence regarding the effects of leadership style on multiple employee and company outcomes is reviewed. This emphasises issues regarding the quality of study designs and operationalisation of the key constructs such as how many leadership types there are. These issues weaken some of the arguments as does the overreliance on correlational methods and self-report data. The chapter shows that some forms of leadership (autocratic, laissez faire, punitive) are extremely detrimental to staff health and well-being. Conversely, it shows that leadership styles such as transformational and more relational leadership forms have consistent benefits.

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Authors and Affiliations

  1. Institute for Medical and Biomedical Sciences, St George’s University of London, London, UK

    James Erskine

  2. Department of Psychology, Sport, and Geography, University of Hertfordshire, Hertfordshire, UK

    George Georgiou

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  1. James Erskine
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  2. George Georgiou
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Correspondence to James Erskine .

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  1. SEBE-Lab, Department of Psychological and Behavioural Science, London School of Economics and Political Science, London, UK

    Philippe Fauquet-Alekhine

  2. London Hertfordshire Therapy Centre, St George’s University of London, London, UK

    James Erskine

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Erskine, J., Georgiou, G. (2023). Leadership Styles: Work Stress, Related Outcomes and Health . In: Fauquet-Alekhine, P., Erskine, J. (eds) The Palgrave Handbook of Occupational Stress. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-27349-0_13

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