Socially Supportive Transformational Leaders: Paradigm and Prescription for Organizational Stress Management

Abstract

Many organizational leaders find themselves in a quandary. By trying to grow followers the actual result may be increased stress. However, transformational leaders have the potential to mediate the destructive effects of workplace stress. Writings on transformational and transactional leaders are reviewed revealing several important characteristics relating to the leaders ability to mediate stress. Organizational stress theory is also explored with special attention to the effect that social support has on job distress. Implications for the transforming leader are discussed including a paradigm and prescription derived from a transformational leadership framework.