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1 PERSONAL WELL-BEING AND MANAGING STRESS FOR MANAGERS AND LEADERS FACTSHEET 3: THRIVING AS A MANAGER AND LEADER THIS FACTSHEET WILL COVER 1. Overworking i. What is overworking? ii. Reasons for overworking iii. Psychosocial hazards 2. Leadership and Management Style i. Choose your leadership and management style wisely ii. Change your conversation to change your workplace culture 3. Looking after Yourself i. Stress and fatigue ii. Self-management of your own well-being and good health iii. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.699 | 0.7 | ["leadership", "management", "philosophy"] | 497 | Stress Management | topic | 2026-03-11T17:38:47.117470 | [
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ement of your own well-being and good health iii. Resilience The experience of thriving is at the most positive end of the well-being and mental health continuum. It has been described as “a state where people experience positive emotions, positive psychological functioning and positive social functioning, most of the time” 1. Thriving in our lives and experiencing strong well-being has an extremely positive impact on our life encompassing our relationships, work and career, personal health and well-being, | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.1 | 0.854 | ["networking", "career"] | 511 | Stress Management | topic | 2026-03-11T17:38:47.117719 | [
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work and career, personal health and well-being, family, social and community connectedness, cultural and spiritual and financial well-being. 1 Corey L M Keyes (2002) The Mental Health Continuum: From Languishing to Flourishing in Life. Journal of Health and Social Behaviour 43(2):207-22 2 Duckworth, Angela (2016) Grit: The Power of Passion and Perseverance. Vermillion/ Penguin Random House, London This sense of thriving or flourishing in life, including at work, is a very personal experience, but in gener | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.1 | 0.852 | ["career", "faith_spirituality", "family"] | 511 | Stress Management | topic | 2026-03-11T17:38:47.117833 | [
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organisational and career goals, and aspirations. This sense of achievement, along with the persistence and self-discipline, have been shown to contribute more to potential of success in life and work than IQ (Angela Duckworth — GRIT 2). This factsheet will cover three key areas to consider as part of your personal investment to thrive as a Leader or Manager by providing an understanding of overworking, leadership and management style, and looking after yourself. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.693 | 0.846 | ["leadership", "management", "career"] | 467 | Stress Management | topic | 2026-03-11T17:38:47.117871 | [
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and management style, and looking after yourself. This is the third in a series of factsheets. The first factsheet, “Why is Mental Health and Well-being Important?” helped readers to understand why mental health matters and to identify signs of both poor and optimal mental health. The second factsheet “How You Can Improve Mental Health and Well-being?” provides a roadmap to help identify and plan the steps needed to improve mental health. 2 1. OVERWORKING i. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.692 | 0.7 | ["management"] | 462 | Stress Management | topic | 2026-03-11T17:38:47.117902 | [
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ded to improve mental health. 2 1. OVERWORKING i. Overworking comes in the form of: » Working long hours at the office and responding to emails/calls out of work hours » Not taking breaks during the day » Continuously working on something because you are not satisfied with it (linked closely to overthinking and feeling overwhelmed) » Working nights, weekends, and while on holiday OVERWORKING IS VERY DETRIMENTAL TO YOUR: » Well-being and health » Brain function and nervous system » Performance as a manager o | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.1 | 0.872 | ["philosophy", "management"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.117932 | [
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t”). This leads to overworking becoming the norm. It is not healthy for you, your performance, and the workplace. ii. Reasons for Overworking: » Increased work overload in general with unreasonable deadlines. Work overload (volume and time pressures) is cited globally as one of highest concerns for stress and health in the workforce, but particularly for those in manager and leadership roles. » Being directly asked by your manager or leader to do more such as working extra hours regularly. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.699 | 0.86 | ["leadership", "philosophy", "management"] | 494 | Stress Management | topic | 2026-03-11T17:38:47.117983 | [
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to do more such as working extra hours regularly. » Company/organisational culture that has developed overworking as a norm. » Impact of modern technology that has developed a pervasive culture of work being just one click away and often a sense of expectation (real or not) that immediate responses are required. » Personal work ethics, inner driver of ambition, sense of achievement, anxiety, or guilt. » For some, work is less stressful than home or family life — it is seen as a refuge. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.698 | 0.868 | ["family", "ethics"] | 490 | Stress Management | topic | 2026-03-11T17:38:47.118045 | [
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han home or family life — it is seen as a refuge. Our question here is not who or what is to blame, but does it work, does it achieve better results? Overworking may not achieve better results when it is at the expense of your own mental health and well- being. Appropriate work hours and workload are best for productivity, workplace culture, and mental health and well-being. The results from Harvard Business Review research suggest that overworking is bad for you as a leader or manager and for the organisat | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.295 | 0.882 | ["family", "leadership", "management"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.118085 | [
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picture” and often gets you stuck in “the weeds”. “If your job relies on interpersonal communication, making judgement calls, reading other people’s faces, managing your emotional reactions — overworking can make all of these more difficult.3 3 Harvard Business Review (HBR) Aug’19 Sarah Green Carmichael, "The Research is Clear: Long Hours Backfires for People and for Companies”. 3 Psychosocial hazards were defined by the International Labour Organization (ILO) in 1984 as the “interactions between and among | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.296 | 0.852 | ["communication", "management", "crisis", "career"] | 511 | Stress Management | topic | 2026-03-11T17:38:47.118117 | [
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O) in 1984 as the “interactions between and among work environment, job content, organizational conditions and workers’ capacities, needs, culture, personal extra-job considerations that may, through perceptions and experience, influence health, work performance and job satisfaction”4. TABLE OF PSYCHOSOCIAL HAZARDS 1. Job Content • Lack of variety or short work cycles • Fragmented or meaningless work • Under use of skills • High uncertainty 2. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.313 | 0.83 | ["career", "philosophy"] | 447 | Stress Management | topic | 2026-03-11T17:38:47.118146 | [
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work • Under use of skills • High uncertainty 2. Work Overload & Work Pace • Workload or work underload • High levels of time pressure • Continuity subject to deadlines 3. Control • Involvement in decision-making relative to their job role • Lack of control over workload, workflow, pacing, shift work, etc. 4. Work Schedule • Shift work • Inflexible hours • Unpredictable hours • Long, unsociable working hours 5. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.324 | 0.842 | ["decision_making", "career", "agents"] | 414 | Stress Management | topic | 2026-03-11T17:38:47.118176 | [
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ictable hours • Long, unsociable working hours 5. Environment & Equipment • Inadequate equipment availability, suitability or maintenance • Poor environmental conditions: lack of space, poor lighting, excessive noise 6. Organisational Culture & Function • Poor Communication • Low Level for Support of Problem Solving & Personal Development • Lack of definition of, or agreement on, organizational objectives 7. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.326 | 0.818 | ["communication", "negotiation"] | 411 | Stress Management | topic | 2026-03-11T17:38:47.118208 | [
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of, or agreement on, organizational objectives 7. Interpersonal Relationships at Work • Social or Physical Isolation • Poor Relationships with Superiors • Interpersonal Conflicts • Lack of Social Support 8. Role in Organization • Role Ambiguity • Role Conflict • Responsibility for People 9. Career Development • Career Stagnation & Uncertainty • Under Promotion & Over Promotion • Poor Pay • Job Insecurity • Low Social Value to Work 10. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.316 | 0.84 | ["career", "networking", "war_conflict", "negotiation", "salary"] | 438 | Stress Management | topic | 2026-03-11T17:38:47.118235 | [
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y • Job Insecurity • Low Social Value to Work 10. Home-Work Interface • Conflicting Demands of Work & Home • Low Support at Home • Dual Career Problems 11. Substance Abuse & Misuse • Workplace drinking • Binge drinking • Drug Abuse • Drug & Alcohol Dependency 12. Workplace Violence • Violence among colleagues • Bullying • Mobbing • Third party violence (from clients, patients, external parties’ external parties) 13. Direct Threat to Life • High risk jobs with exposure to deadly chemical, weapons, etc. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.1 | 0.872 | ["career", "family", "war_conflict"] | 506 | Stress Management | topic | 2026-03-11T17:38:47.118262 | [
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eing done to help? • What should be done to help? 4 Stress The Collective Challenge ILO (2012) iii. Introduction to Psychosocial Hazards: Workplace factors that can cause stress are called psychosocial hazards. Psychosocial hazards form the basis of assessing the workplace and developing actions to prevent and minimise harm. 4 If you want to understand more or assess your workplace psychosocial hazards, please talk with your organisation’s Staff Counsellor office, Medical services team, and/or Occupational | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.896 | 0.852 | ["management", "crisis", "philosophy"] | 511 | Stress Management | topic | 2026-03-11T17:38:47.118289 | [
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ffice, Medical services team, and/or Occupational Safety and Health Coordinator. You can be proactive as a manager or leader to ensure: » Your management style does not contribute to these types of psychosocial hazards. » You are seeking support in your organisation. 2. LEADERSHIP AND MANAGEMENT TWO IMPORTANT THINGS YOU CAN DO AS A MANAGER OR LEADER: i. Choose your leadership and management style wisely ii. Change your conversations to change your workplace culture i. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.695 | 0.85 | ["leadership", "management"] | 474 | Stress Management | topic | 2026-03-11T17:38:47.118317 | [
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conversations to change your workplace culture i. Management and Leadership Style: Your management and leadership style will make a significant difference on how your team operates, how staff feel, and how well you perform. Leadership styles will have different impacts on workplace culture, productivity, stress, and mental health and well-being. Authoritarian/autocratic styles of leadership and management are not suited for modern workplaces or bringing the best out of the workforce. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.698 | 0.84 | ["leadership", "management", "philosophy"] | 488 | Stress Management | topic | 2026-03-11T17:38:47.118344 | [
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places or bringing the best out of the workforce. Autocratic or authoritarian leadership and management styles tend to retain all power, authority, and control, and reserve the right to make collective decisions. This may discourage people from talking with you about the challenges they may be facing and links with the known psychosocial hazards in the workplace known to increase stress. There are times when an authoritarian style is appropriate. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.69 | 0.84 | ["leadership", "management", "decision_making", "crisis"] | 450 | Stress Management | topic | 2026-03-11T17:38:47.118372 | [
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times when an authoritarian style is appropriate. For example, in times of emergency or crisis where clarity of action, process, and urgency are vital in hostile situations or war zones. Modern organisational development, leadership and management thinking is promoting more transformational styles or servant leadership. AS A MANAGER YOU MAY WANT TO CHOOSE A LEADERSHIP AND MANAGEMENT STYLE THAT: » Complements or enables positive action against the known 13 psychosocial hazards. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.904 | 0.842 | ["leadership", "management", "crisis", "war_conflict", "philosophy"] | 481 | Stress Management | topic | 2026-03-11T17:38:47.118400 | [
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action against the known 13 psychosocial hazards. » Proactively supports a people approach, especially in mental health and well-being. You can find out more about range of leadership and management styles from your organisation’s learning and development programmes. Do you know if your leadership or management style supports staff mental health, effectiveness on the job, and a psychologically safe environment? Try this online self-assessment from the Canadian workplace mental health resources. | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 1 | 0.842 | ["leadership", "management", "career", "education"] | 499 | Stress Management | topic | 2026-03-11T17:38:47.118428 | [
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m the Canadian workplace mental health resources. This exercise helps you to privately reflect on your managerial style. 5 AS PART OF THE UN LEADERSHIP FRAMEWORK, TRANSFORMATION AND COACHING STYLES OF MANAGEMENT AND LEADERSHIP INCLUDE: » Prioritising good communication, engagement, and building trust » Zero tolerance to stigma, discrimination, or bullying in the workplace If you lead, you have a duty to ensure that you do not behave in a bullying or intimidating manner, or condone others behaving in that wa | https://www.un.org/en/healthy-workforce/files/Fact_Sheet_3.pdf | [PDF] personal well-being and managing stress for managers and leaders | un.org | 0.895 | 0.862 | ["leadership", "management", "communication", "philosophy"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.118455 | [
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stress-management-content
This corpus was automatically generated by the Deku Corpus Builder for use in RAG-based AI applications.
Dataset Structure
Each record contains:
text: The content textsource_url: Original source URLsource_title: Title of the source documentsource_domain: Domain of the sourcerelevance_score: Relevance to the subject (0-1)quality_score: Content quality score (0-1)topics: JSON array of detected topicscharacter_count: Length of the textsubject_name: The subject this content relates tosubject_type: "personality" or "topic"extraction_date: When the content was extractedembedding: Pre-computed 384-dimensional embedding vector
Usage
from datasets import load_dataset
dataset = load_dataset("PhillyMac/Stress_Management_Corpus")
# Access the data
for item in dataset["train"]:
print(item["text"][:100])
Integration with RAG
This dataset is designed to be integrated with existing embedded corpuses. The embeddings use the sentence-transformers/all-MiniLM-L6-v2 model, compatible with FAISS indexing.
License
Content is sourced from public domain and Creative Commons licensed materials.
Generated By
Deku Corpus Builder - An automated corpus building system for AI applications.
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