A no-nonsense guide to being stressed

Article Abstract:

Twenty ways to maintain high levels of job stress are identified, the implication being that stress can be avoided or at least minimized. For the manager who wishes to promote stress, the following methods are advisable: (1) avoid communicating personal feelings about the work environment, (2) complain frequently, but do not let go of resentful feelings, (3) personalize any criticisms received to minimize self-confidence, (4) never solicit help from others, (5) concentrate on making coworkers look bad, (6) work excessively to encourage burn-out, (7) ignore time management techniques, (8) procrastinate as much as possible, (9) reduce sleeping and exercising time, (10) over eat and take drugs, (11) avoid having fun, (12) look as harried as possible, (13) be inflexible, (14) minimize planning and avoid setting goals, and (15) hold bad feelings in and avoid introspection.

Job stress, Stress (Psychology)

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Leadership style's effect on the creativity of employees

Article Abstract:

The two facets of leadership style in a business environment are: task behavior, consisting of one-way communications directing employees as to the work that needs to be accomplished and how the work should be performed, and relationship behavior, comprising two-way communications that promote employee morale and a cooperative work atmosphere. These two facets can be combined into four basic leadership styles: a directive style, evidenced by managers who tell employees what to do; a participative style, in which employees are coached and negotiated with; a catalytic style, used by managers to encourage certain employee behavior; and a non-directive style, in which managers delegate most of their work to others. A survey to administer to employees is included to help managers assess their leadership styles.

Usage, Human resource management, Surveys, Employee morale, Supervision of employees, Employee supervision, Business creativity

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What is effective leadership?

Article Abstract:

Leadership tends to be seen either as associated with personality traits or as a result of learned skills. There is little evidence that leadership derives from personality. It is preferable to discuss leadership in terms of behavioral constellations. Continued identification of how successful leading is done will allow instruction in techniques and methods, making leadership the province of the many instead of just the 'gifted few.'

Executive ability

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