STRESS IN MANAGERIAL ACTIVITIES: CAUSES, CONSEQUENCES, AND COPING STRATEGIES

ABSTRACT

This article examines the causes and consequences of stress in managerial activities and proposes effective strategies for its mitigation. The study is based on theoretical models and empirical data obtained through surveys and interviews with managers and employees in educational institutions. Key stressors such as excessive workload, interpersonal conflict, organizational change, and role ambiguity are identified. Their negative impact on mental and physical health, as well as overall organizational functioning, is analyzed. The article provides practical recommendations aimed at reducing stress and improving working conditions for managers.

АННОТАЦИЯ

В статье рассматриваются причины и последствия стресса в управленческой деятельности, а также предлагаются эффективные стратегии его преодоления. Исследование основано на теоретических моделях и эмпирических данных, полученных в результате анкетирования и интервью с менеджерами и сотрудниками образовательных учреждений. Выявлены ключевые стрессоры, такие как высокая рабочая нагрузка, межличностные конфликты, организационные изменения и неопределенность в ролях. Также проанализированы их негативные последствия для психического и физического здоровья управленцев и общего состояния организации. В статье предложены практические рекомендации по снижению уровня стресса и улучшению условий труда для руководителей.

Keywords: stress, management, burnout, workload, conflict, mental health.

Ключевые слова: стресс, управление, выгорание, рабочая нагрузка, конфликты, психическое здоровье.

Introduction

The problem of stress within managerial positions has become an important and growing concern in contemporary organizations. Among those most affected by these sweeping changes are individuals in managerial positions, who must navigate both strategic objectives and team-level dynamics. Today's managers are faced with a continually increasing set of demands and pressures that originate from phenomena such as globalization, rapid technological change, and numerous types of organizational restructuring [1]. Such revolutionary changes have not only altered business environments but have also increased the complexity of leadership tasks, thus making stress an inevitable component of the management process. Stress in managerial roles should be viewed not merely as an individual issue but as a systemic organizational challenge with wide-ranging implications. These implications reach beyond personal well-being and affect the overall performance and effectiveness of the institution as a whole [2]. Therefore, developing an exhaustive understanding of the causes of stress, its numerous effects, and the possible solutions to this problem is of critical significance in an effort to create healthier and more productive workplace environments for the benefit of all parties involved.

Managerial stress arises from a clear position in the organizational hierarchy, wherein managers have a key and decisive role, as critical as the success or failure of the organization itself. They have the serious task of ensuring their efforts and activities are meaningfully integrated with the top-down strategy and organizational bottom-line objectives while, at the same time, maintaining interest in the different needs and issues of the various groups of workers under their charge [4]. This double pressure places the managers in a peculiar set of demands, with a broad range of stressors they have to cope with on a daily basis. Research studies in this field have reported the most common causes of stress in managers as overwhelming loads of tasks, the overwhelming extent of accountability for outcomes and achievements, workplace disputes, difficulties coping with organizational change, vague job responsibilities, and a serious imbalance between professional and personal lives [1, 6]. Such various stressors may be in simultaneous existence, and their combined effect multiplies, making coping with stress a formidable task. The American Psychological Association [3] identifies workload as the most commonly reported stressor among employed adults—a fact especially relevant to those in managerial positions, who are tasked with constantly balancing a plethora of competing tasks and priorities. In situations where expectations are unclear or inconsistent, managers may experience role ambiguity, a known cause of psychological distress. This lack of clarity can harm a manager's confidence, reduce team productivity, and degrade overall leadership effectiveness [5].

The consequences of stress faced by managers are far-reaching and deep, affecting many aspects of their lives as well as their professional roles. On a physical level, chronic stress can result in numerous health complications, including debilitating fatigue, headaches, sleep disturbances, and cardiovascular issues [7]. Stress also manifests psychologically, producing elevated anxiety, depression, irritability, and emotional exhaustion [2]. These symptoms limit personal well-being and create negative environments within organizations. Stressed managers often exhibit impaired judgment, poor communication, and ineffective leadership. This results in absenteeism, higher turnover rates, and toxic workplace cultures. Chronic stress severely erodes decision-making capacity and emotional regulation—two traits that are essential for effective leadership [5].

Materials and Methods

To develop a fuller and more detailed picture of the issues involved, a mixed-methods research study was carried out. This study integrated both surveys and in-depth interviews with a group of 30 managers and 30 employees across various educational institutions. The main aim was to identify and clarify the principal sources of stress and evaluate the overall impact of these stressors.

Results and Discussion

The quantitative results revealed that 73% of surveyed managers identified workload as their most frequent stressor. Interpersonal conflict was cited by 57%, organizational changes by 45%, role ambiguity by 33%, and work-life imbalance by 28%. Furthermore, 80% of managers reported feeling stressed either "often" or "always" during the workweek.

Reported outcomes of managerial stress included reduced productivity (60%), irritability (50%), burnout (40%), and absenteeism (20%). The qualitative interviews supported these findings. Participants shared feelings of being overwhelmed by administrative burdens, lacking support from upper management, and facing frequent interpersonal conflicts. One manager expressed frustration, saying, “I’m always fighting fires—there’s no time to plan strategically.” Another stated, “Team disputes drain my energy, and there’s no real mental health support provided.”

Many interviewees emphasized the importance of flexible work arrangements and recognition from senior leaders as key mitigators of stress. These insights confirm that most stressors are systemic rather than the result of individual shortcomings. Unaddressed, these stressors impair both managerial performance and the broader organizational climate [3, 4].

To address these challenges, organizational change is essential. While personal strategies such as time management and exercise offer temporary relief, structural interventions are required to address the root causes. Recommended organizational actions include stress management training, structured employee assistance programs, flexible scheduling, and clearly defined job roles [3, 4]. Recognizing managerial efforts and fostering team cohesion through communication and conflict resolution strategies can also help. Both the American Psychological Association and Chartered Institute of Personnel and Development highlight the necessity of embedding mental health support within organizational policies.

Ultimately, managerial stress stems from structural conditions such as intense workloads, interpersonal tensions, and unclear roles. Its consequences are widespread, impacting managers' health and organizational efficiency. Individual and systemic responses must be aligned. Organizations must recognize the strategic importance of well-being and implement tailored, evidence-based solutions to foster sustainable leadership in today’s fast-paced workplaces [5, 7].

Conclusion

In conclusion, the findings of this study emphasize the multifaceted and systemic nature of managerial stress within modern organizational settings. Both quantitative and qualitative evidence confirm that stress among managers is not merely an individual issue but a widespread organizational concern driven by excessive workloads, interpersonal conflicts, and insufficient institutional support. The effects—ranging from reduced productivity to burnout and absenteeism—undermine both individual health and organizational efficiency. While personal coping mechanisms provide some relief, long-term solutions require structural reform. Organizations must prioritize mental health through supportive policies, open communication, and recognition of managerial contributions. Doing so will help create a resilient, engaged, and effective leadership team, capable of navigating the challenges of today’s dynamic work environments.

References:

1. Stettner M. The Manager’s Survival Guide. – New York: McGraw-Hill, 2002. – s. 68–80.
2. American Psychological Association. Workplace stress: Facts and statistics. – 2023. – https://www.apa.org/topics/healthy-workplaces/workplace-stress
3. American Psychological Association. Psychologically healthy workplace practices. – No date. – https://www.apa.org/topics/healthy-workplaces
4. Chartered Institute of Personnel and Development. Workplace stress and mental health. – 2023. – https://www.cipd.co.uk/knowledge/culture/well-being
5. Harvard Business Review. The Emotional Labour of Being a Leader. – 2022. –  https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader
6. Verywell Mind. Common causes of stress in leadership roles. – 2022. – https://www.verywellmind.com/what-are-the-main-causes-of-stress-3145063
7. World Health Organization. Mental health and stress at the workplace. – 2021. – https://www.who.int/news-room/fact-sheets/detail/mental-health-at-work