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Workplace related stressors are one of the fastest growing concerns in workplace well being assessment researches. The reason for this emphasis on workplace stressors is simple; the mere presence of workplace stressors can render the most productive member of the workplace into becoming a liability to the whole office due to its negative effects. Common themes can be related to the sudden boom of workplace stressors; the increase stresses in both employment and financial markets are the most highlighted roots of these stressors.

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The sudden tightening of corporate nooses due to the recession is also a key event why employees and employers are constantly being put into situations that would make them too defensive of their scarce professional positions (Helpguide.org, 2007, p. n.pag.). As for my workplace, my constant stressor aside from technical ones such as deadlines is my superior who constantly passes his stress to me by nagging about things that he failed to do.

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These encounters usually end up with me being a part of the reasons why he failed to do so. I am constantly bothered with this workplace stressor and I came to a point in time where I felt that I am only left with two options- quit my job or be tougher in dealing with it. But then I learned that I do not have to choose between the two primarily because I do not have to be the victim of workplace stressors; everything became clearer to me with the ABCDE stress management model.

I used A-Adversity to develop a deeper understanding why my superior is being such a stressor and while doing so I also use this step to insure my self that being stressed is a regular incident, particularly in the workplaces (Webb, Gore, & Amend, 2007, p. 148). I assess my B-Beliefs to be able to put myself in a position where I can be of better context with my stress problem (Webb, Gore, & Amend, 2007, p. 148).

After internalizing my beliefs I mapped out the possible C-Consequences of my future actions in relation to solving my apparent problem (Webb, Gore, & Amend, 2007, p. 149). After mapping out the consequence I D-Disputed some of my beliefs which I see as counter productive to the progresses I have made in solving my problem (Webb, Gore, & Amend, 2007, p. 149). Finally, I took all of my lessons learned from the last four steps and find new ways of E-Energizing myself and creating a positive outlook in my workplace regardless of the existence of inevitable stressors (Webb, Gore, & Amend, 2007, p. 149).

14. Two of the observable left out aspects of leadership omitted by researches lie within the context of being the obvious and even taken for granted. First left out aspect is leadership’s close tie with excellence. Following this key point, the second left out aspect can be said be said to sprung out of the lack of particularity by the researches in terms of the formal structures which are intrinsic to the realization of a true leadership. Excellence as a key point of leadership has been left out due to the fact that other more appealing aspects of leadership have been the center of researches (Sergiovanni, 1984, p. 1).

The emergence of charismatic and transformational theories of leadership has shadowed what used to be the only benchmark of leadership since the time of ancient philosophers- excellence (Sergiovanni, 1984, p. 4). The trend of researches seemed to have fully abandoned the trend of assessing leadership through the levels and conventions what has been deemed to be ideal and excellent. The second left out key point can be said to be rooted to the negligence in the first key point particularly in terms that this should have been maintained as a need in addressing leadership through researches- structures.

The lack of researches regarding the formal structures intrinsic in leadership makes leadership studies focused on face to face accounts less substantial and more detrimentally subjective (Kaiser, 2008, p. 3). The formal nature of the structures of leadership should be restudied, may it be through the conventions of excellence in leadership. The need to address this problem is definitely justifiable because it will make other existing leadership focused researches heavier in terms of content and importance.

15. I am not able to have the experiences of living abroad. However, in this essay I would assume that leadership styles may differ in different countries in terms of the virtues behind it due to cultural differences and I would also assume that there is a level of universality in the aspect of leadership across the globe. The theories of leadership were not made to create an exactly fitting set of leadership rules per country or other territory defined entity (Clawson, 2006, p. n.pag.).

It can even be seen that leadership theories may be practiced in different countries with the leadership style still intact in both theory and practice (Yuki, 2006, p. n.pag.). However, I would not neglect that regardless of this level of universality, leadership styles can still be modified if its practitioners would integrate other exclusive aspects of their nature to it. This can be seen with the different patterns observable in the transformation of leaders (Wunderer, 2001, p. n.pag.).

Chen, J.-C., & Silverthorne, C. (2005). Leadership Effectiveness, Leadership Style and Employee Readiness. Leadership and Organization Development Journal , 280-288.

Clawson, J. (2006). Level Three Leadership: Getting Below the Surface (3rd ed.). Upper Saddle River: Prentice Hall.

Helpguide.org. (2007). Stress at Work:How to Reduce and Manage Job and Workplace Stress. Retrieved July 18, 2010, from www.helpguide.org: http://webcache.googleusercontent.com/search?q=cache:http://helpguide.org/mental/work_stress_management.htm

Judge, T. A., & Bono, J. E. (2000). Five Factor Model of Personality and Transformational Leadership. Journal of Applied Psychology , 751-765.

Kaiser, R. B. (2008, April). The Neglected Organizational “What” of Leadership. Retrieved July 18, 2010, from www.kaplandevries.com: http://www.kaplandevries.com/images/uploads/TheWhatOfLeadershipPAPER_KaiserSIOP08.pdf

Sergiovanni, T. J. (1984). Leadership and Excellence in Schooling. Retrieved July 18, 2010, from www.springerlink.com:

Webb, J. T., Gore, J. L., & Amend, E. R. (2007). A Parent’s Guide to Gifted Children . Great Potential Press, Inc.

Wunderer, R. (2001). Employees as “co-intrapreneurs”- a transformation concept. Leadership and Organization Development Journal , 193-211.

Yuki, G. (2006). Leadership in Organizations (6th ed.). Upper Saddle River: Pearson.

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