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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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sychology Today blog on Quality Conversations ii. Change Your Conversations to Change your Culture — communication, trust, and engagement Conversations make a difference in communication, engagement, workplace culture and performance. “To get to the next level of greatness depends on the quality of culture, on the quality of relationships, on the quality of conversation.” —Judith Glaser 5 The essentials for quality conversations that make a difference to workplace culture and minimize stress include: » L | 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 | 0.7 | 0.852 | ["communication", "networking", "philosophy"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.118486 | [
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workplace culture and minimize stress include: » Listening to connect and understand others’ perspectives helps build trust. This means focusing on what the person is saying, not on what you are going to say next. » Asking questions through non-judgmental enquiry helps build engagement. » Holding conversations that engage people and do not shut them down (stop them from talking or engaging) helps build opportunities for them to contribute, shape workplace culture and job satisfaction. | 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 | 0.85 | ["decision_making", "career"] | 489 | Stress Management | topic | 2026-03-11T17:38:47.118521 | [
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te, shape workplace culture and job satisfaction. This includes coaching style conversations. What is your predominant conversational style in your work role? In her work on conversational intelligence, Judith Glaser describes three levels of conversation. Each has a role but should be in balance and used for the right occasion. 1) Level I Conversations — Telling, informing, directing 2) Level II Conversations — Advocating, persuading 3) Level III Conversations — Engaging, co-creating If you are not PROACTI | 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 | ["career", "philosophy"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.118548 | [
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ons — Engaging, co-creating If you are not PROACTIVELY practicing zero tolerance, you are passively and implicitly condoning prohibited conduct. 6 3. LOOKING AFTER YOURSELF IN THIS SECTION, WE WILL START WITH THREE MAIN FOCUS AREAS: i. Stress and fatigue ii. Self-management of your own well-being and good health iii. Resilience Daily investment in your well-being, nurturing good health, and acting early when you notice that you are experiencing poor health will enable you to thrive in your role as a mana | 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 | 0.7 | 0.864 | ["management"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.118576 | [
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r health and experience of life is built upon. i. Stress and Fatigue: STRESS Work-related stress is determined by work organization, work design and labour relations and occurs when the demands of the job do not match or exceed the capabilities, resources, or needs of the worker, or when the knowledge or abilities of an individual worker or group to cope are not matched with the expectations of the organizational culture of an enterprise. (International Labour Organization, 2016. | 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 | 0.697 | 0.856 | ["career", "education"] | 484 | Stress Management | topic | 2026-03-11T17:38:47.118604 | [
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rprise. (International Labour Organization, 2016. Workplace Stress: A collective challenge, p. 2.) Stress is part of our human experience and a natural phenomenon. Problems arise when the experience is sustained or we do not manage it — regardless of whether the source of stress is still active. In summary, stress comes from four key sources: » Survival stress: fight/flight or freeze reactions. This is a common response to threat in all people and animals. | 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 | 0.698 | ["crisis"] | 460 | Stress Management | topic | 2026-03-11T17:38:47.118630 | [
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mon response to threat in all people and animals. It deals with our basic needs for food, shelter, and safety. » Internal stress: is our perception about an event, which influences how we then think about the event mentally. Internal stress can be helpful or can be harmful. If the trigger is not resolved, it can lead to overthinking, or becoming highly focused with trying to resolve the issue to the detriment of 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 | 0.685 | 0.85 | [] | 427 | Stress Management | topic | 2026-03-11T17:38:47.118653 | [
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resolve the issue to the detriment of well being. » Environmental stress: found in our surroundings such as war/civil conflict, natural disasters, pandemics, noise, crowding, air quality, light, and insects. Research has linked extreme temperatures, crowding, and noise with increased levels of discomfort and aggression. » Work related stress: is the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. | 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 | 0.899 | 0.85 | ["war_conflict", "career"] | 502 | Stress Management | topic | 2026-03-11T17:38:47.118679 | [
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capabilities, resources, or needs of the worker. We are not referring to challenge which can be a positive factor. Given that stress has been linked as a co-factor in 95% of all disease processes, a keystone of holistic health and healing, is learning how to effectively manage stress. This learning process begins with recognizing and identifying the specific types and sources of stress affecting you, and understanding how these stressors are showing up or manifesting as symptoms in your life. | 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 | 0.999 | 0.86 | ["education", "crisis"] | 497 | Stress Management | topic | 2026-03-11T17:38:47.118706 | [
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owing up or manifesting as symptoms in your life. FATIGUE The accumulation of stress over a long period of time can take a hard toll on your body. It occurs when we work too much or too hard in a job, have a highly active social life, or demanding family life. 7 Work, friends and family are all important elements of living a fulfilling life. However, when there is a lack of a manageable balance life may feel like it is getting out of control. | 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 | 0.689 | 0.87 | ["family", "career"] | 446 | Stress Management | topic | 2026-03-11T17:38:47.118732 | [
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life may feel like it is getting out of control. When there is not enough of a rest period to rejuvenate and spend time to nourish other parts of our lives and when we are in a state of fatigue, our resilience and well-being can be very adversely impacted, thus, compromising our mental health. If you have experienced traumatic stress, and may be experiencing Post Traumatic Stress Disorder, we advise you have a conversation with the Staff Counsellor in your organisation to see how they can support you. | 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 | 0.7 | 0.876 | [] | 506 | Stress Management | topic | 2026-03-11T17:38:47.118758 | [
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our organisation to see how they can support you. What you can do to reduce stress and fatigue: » Investing energy, focus, and time to nurture your well-being and practice healthy habits. This is a vital foundation. Well-being is a protective factor against harmful effects of stress. » Getting the right amount of sleep (7-9 hrs) is critical for preventing and managing symptoms of stress. » Checking-in on what you described works best for your 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 | 0.692 | 0.852 | ["management"] | 458 | Stress Management | topic | 2026-03-11T17:38:47.118785 | [
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hat you described works best for your well-being. Do more of this — especially during anticipated or actual time of increased exposure or experience of stress. » Choosing healthy options such as exercise, mindfulness meditation, breathing techniques, and adopting an overall healthier lifestyle. Find what works for you. » Learning mindfulness is a highly effective way to develop your “immune system” to withstand the impacts of stress. | 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 | 0.987 | 0.834 | ["education"] | 437 | Stress Management | topic | 2026-03-11T17:38:47.118812 | [
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mmune system” to withstand the impacts of stress. Mindfulness helps to recognise your early warning signs of experiencing stress so you can learn to self-regulate in healthy ways. » Being aware of your coping strategies that could have a negative impact on your health e.g., decreased sleep, increased alcohol intake, smoking or other behaviours that could negatively impact your overall health and well-being. » Enrolling in a stress management course. | 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 | 0.911 | 0.84 | ["war_conflict", "management"] | 453 | Stress Management | topic | 2026-03-11T17:38:47.118841 | [
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being. » Enrolling in a stress management course. There are many practical actions that you can learn to help manage your body/mind response to stress and to attend to sources of stress. » Identifying the areas you can actively change that are within your ability to influence. Is the change within the situation itself or your attitude towards it? » Developing your knowledge about different perspectives on stress. | 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 | 0.924 | 0.836 | ["management", "war_conflict", "education"] | 416 | Stress Management | topic | 2026-03-11T17:38:47.118867 | [
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knowledge about different perspectives on stress. » There are several webinars/videos of personal perspectives provided below you may find useful to listen to and pick up some tips. » Check if your Staff Counsellor/Welfare office or UN System Staff College are running any programmes that you might be interested in. Additional Information Perspectives on Stress • Kelly McGonigal Ted GLOBAL 2013: How to make stress your friend • Madhumita Murgia — How Stress Affects Your Brain TED (multiple languages) • Danie | 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 | 0.7 | 0.862 | ["education", "philosophy"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.118894 | [
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ffects Your Brain TED (multiple languages) • Daniel Levitin: Ted Global — How to Stay Calm When You Know You’ll be Stressed • Burnout Gamble: Hamza Khan | TEDxUTSC. Practical things to learn to help manage stress: • Self-assessment: assess your level of stress • Managing stress courses on LinkedIn • Mindfulness and mediation for managing stress • Check with Staff Counsellor/Welfare office and or Staff College — they may also have programmes If you have concerns about your level of stress and the impact it 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 | 0.895 | 0.724 | ["management"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.118920 | [
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rns about your level of stress and the impact it is having on your health and well-being, and your work, you may want to consider the following: » Talk to a friend or your manager — don’t wait. » Seek advice or help from Staff Welfare/Staff Counsellor or Medical Services. Seeking help is the courageous thing to do It is not a weakness. 8 ii. Self-management of your own well-being and good health: WELL-BEING “Well-being is about people and creating the conditions for us all to thrive. | 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 | 0.874 | ["management"] | 489 | Stress Management | topic | 2026-03-11T17:38:47.118947 | [
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and creating the conditions for us all to thrive. It’s quality of life and prosperity, positive physical and mental health, sustainable thriving communities.”6 Well-being can be described as a state of mind and a state of being. Often, well-being is measured by what matters most to people in their life; it is unique to you. Dimensions of well-being can include: » Personal well-being and health: having good physical and mental health, the energy we need to meet our daily needs and get things done, how satisf | 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 | [] | 512 | Stress Management | topic | 2026-03-11T17:38:47.118972 | [
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certain ways of doing things in some populations. In many indigenous cultures, well-being comes from a very strong connection with the collective group and is not based in individual values and norms, and there can be strong ancestral connections and spiritual beliefs. » Social well-being: strong healthy connections with others is scientifically proven to be a fundamental human need. » Community well-being / Where we live: linked to our human need for connection, having a sense of engagement and belonging w | 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 | 0.862 | ["networking", "ethics", "faith_spirituality"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.119002 | [
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nomic prosperity of the wider systems we live in. » Career well-being: how we occupy our time and liking what we do every day. Having sense of purpose and meaning in what we do as work or in our career. Knowing yourself is considered an important part of well-being, particularly in finding your meaning and purpose, having positive relationships, and a degree of self-acceptance. It is important you consider what is unique to you: • your strengths • what brings you joy • your sense of purpose and meaning • we | 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 | 0.882 | ["career", "networking"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.119027 | [
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s you joy • your sense of purpose and meaning • wellness • connection to the wider community or communities It is important to keep in mind that even when thriving as a manager or leader, our well-being is not always in a constant steady state. Life has many challenges and we all experience periods of suffering and or hardship. This has been described as the well-being continuum: Suffering – Languishing – Coping – Performing – Flourishing We may find ourselves, and notice others, moving along the 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 | 0.876 | ["leadership", "management", "crisis", "networking", "philosophy"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.119053 | [
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es, and notice others, moving along the well-being continuum at different points in our day, week, year, and life. Someone with positive mental health and high well- being is feeling good, functioning well, has satisfaction with life, is developing as a person, has strong relationships and connections, and is optimistic about their future 9 despite challenges they may face. They may still have days or moments they do not feel like that, but their resilience is strong, and they bounce back quickly, or don’t | 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 | 0.868 | ["networking", "crisis"] | 511 | Stress Management | topic | 2026-03-11T17:38:47.119077 | [
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is strong, and they bounce back quickly, or don’t hold on to negative or sad feelings or thoughts too long. GOOD HEALTH Workplace Health Promotion: The important elements of the ILO’s SOLVE approach to workplace health promotion7 include: » Lifestyle Habits: Rest and sleep; exercise and physical activity; nutrition; prevention of illness. » Addictive Behaviours: Includes use of tobacco and consumption and abuse of alcohol and drugs. | 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 | 0.317 | 0.834 | [] | 436 | Stress Management | topic | 2026-03-11T17:38:47.119103 | [
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o and consumption and abuse of alcohol and drugs. » Psychosocial Risks / Mental Health: Includes stress and psychosocial risks; 7 ILO’s SOLVE course: Addressing psychosocial factors through health promotion in the workplace psychological and physical violence in workplace; and economic stressors. The benefits of collective and individual attention to these elements are: » Improved health and resilience for individuals. | 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 | 0.684 | 0.82 | ["communication", "salary"] | 422 | Stress Management | topic | 2026-03-11T17:38:47.119128 | [
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her. They result in good outcomes if attended to. 10 TAKE ACTION FOR GOOD HEALTH: getting started on your Personal Health Promotion and Prevention Plan. 1. Consider this list of nine elements of workplace health promotion. POSITIVES Lifestyle Habits, including: (1) rest and sleep; (2) exercise and physical activity; (3) nutrition; and (4) prevention of illness NEGATIVES Addictive Behaviours, including: (5) use of tobacco; and (6) the consumption and abuse of alcohol and drugs Psychosocial Risks / Mental He | 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 | 0.858 | [] | 512 | Stress Management | topic | 2026-03-11T17:38:47.119152 | [
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f alcohol and drugs Psychosocial Risks / Mental Health, including: (7) stress and psychosocial risks; (8) psychological and physical violence in workplace; and (9) economic stressors (For detailed information on the SOLVE framework visit at ILO website) 2. Which of these have you done something about in your life recently, and in your workplace in the past 6 months? 3. Describe 3 elements of Health Promotion from lifestyle habits you think are your strengths. 4. | 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 | 0.908 | 0.85 | ["philosophy"] | 467 | Stress Management | topic | 2026-03-11T17:38:47.119179 | [
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lifestyle habits you think are your strengths. 4. Describe 3 elements of Health Promotion from lifestyle habits and addictive behaviours you think are important for you personally to improve or make changes to. 5. What are three practical changes in behaviour you could focus on and what do you want to do differently? Identifying small or micro steps/behaviour changes are a great way to get started. RESILIENCE Resilience is the capacity to recover, respond and bounce back after adverse or challenging situa | 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 | 0.864 | [] | 512 | Stress Management | topic | 2026-03-11T17:38:47.119204 | [
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and bounce back after adverse or challenging situations. » Some are more naturally resilient than others. » Some develop this capacity from the experience of going through very tough times. » Others have intentionally learned it as a skill. In the workplace, our resilience shapes how we handle stressful work situations, such as: » Speaking or presenting in a full meeting » Handling feedback that we experience as criticism » Coping with challenging interpersonal issues with colleagues » Supporting team throu | 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 | ["communication", "management"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.119235 | [
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at we can build it back up or seek extra support. 11 LEARN FROM THESE PERSPECTIVES ON RESILIENCE: • Lucy Hone — The three secrets of resilient people — personal and professional perspective • Raphael Rose — From stress to resilience • Sule Kutlay Gandur — The Superpower of Resilience • Susan David — Emotional Agility PRACTICAL TIPS TO RE-BOOT YOUR RESILIENCE Try some of these strategies the next time you feel your resilience needs a boost: • Turn off the news and seek other sources of inspiration. | 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 | 0.899 | 0.726 | ["motivation", "career"] | 502 | Stress Management | topic | 2026-03-11T17:38:47.119270 | [
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f the news and seek other sources of inspiration. • Allow yourself to express and feel your emotions. Sometimes having a good cry can be emotionally cleansing. • Take a walk and get moving. Exercise and movement can help increase your energy level and release endorphins into your system. • Remember a time when you felt resilient in the past. Tap into what allowed you to find a sense of courage, strength, and hardiness. • Talk with someone you love and trust. Have a meaningful and honest conversation. | 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 | 0.726 | ["motivation"] | 505 | Stress Management | topic | 2026-03-11T17:38:47.119295 | [
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some compassion and ease up on your expectations. • Listen to empowering music. • Take some deep breaths. Breathing deeply is very healing and cleansing. • Take some inspired action. When you’re feeling overwhelmed, doing one small thing can help you move forward. • Practice mindfulness in your day-to-day life. The more you practice being in the moment the happier and more joyful you will feel. • The moment you start believing that you can bounce back is the same moment things will start going your way. | 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 | 0.724 | ["motivation", "war_conflict"] | 508 | Stress Management | topic | 2026-03-11T17:38:47.119323 | [
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the same moment things will start going your way. Your belief is everything. You can learn to be more resilient. IF YOU WANT TO LEARN MORE, FIND A COURSE OR PROGRAMME: • Visit at the UN System Staff College website to see if there is a programme on resilience building. • Check your organisation’s learning resources, or LinkedIn learning. Here is an initial suggestion: Sheryl Sandberg and Adam Grant on Option B: Building Resilience. | 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 | 0.387 | 0.848 | ["education"] | 435 | Stress Management | topic | 2026-03-11T17:38:47.119348 | [
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and Adam Grant on Option B: Building Resilience. • Check with the Staff welfare or Staff counsellor’s office as they may have courses coming up or provide you a referral to other courses. LINKS FOR FURTHER INFORMATION: • Resilience Skills, Factors and Strategies of the Resilient Person • The Role of Resilience in the Workplace BOOK SUGGESTIONS: • Resilient: How to Grow an Unshakable Core of Calm, Strength, and Happiness. | 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 | 0.321 | 0.84 | ["philosophy"] | 424 | Stress Management | topic | 2026-03-11T17:38:47.119376 | [
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Unshakable Core of Calm, Strength, and Happiness. Rick Hanson • The Resilience Factor: 7 Keys to finding your Inner Strength and Overcoming Life’s Hurdles. Karen Reivich and Andrew Shatte, PhD • Learned Optimism: How to Change Your Mind and Your Life. Martin E.P. Seligman • Rising Strong, by Brené Brown • GRIT: The Power of Passion and Perseverance. Angela Duckworth • Resilience: Hard-won wisdom for living a better life. | 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 | 0.321 | 0.688 | ["education"] | 424 | Stress Management | topic | 2026-03-11T17:38:47.119401 | [
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Scand J Work Environ Health . 2025 Jun 26;51(4):265–281. doi: 10.5271/sjweh.4219 Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis Indra Dannheim Indra Dannheim , MA 1 Regional Innovative Centre of Health and Quality of Live Fulda (RIGL), Fulda University of Applied Sciences, Fulda, Germany. 2 Department of Nutritional, Food and Consumer Sciences, Fulda University of Applied Sciences, Fulda, Germany. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.91 | 0.824 | ["education", "leadership", "management"] | 457 | Stress Management | topic | 2026-03-11T17:38:47.151255 | [
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a University of Applied Sciences, Fulda, Germany. Find articles by Indra Dannheim 1, 2, ✉ , Helena Ludwig-Walz Helena Ludwig-Walz , Dr 3 Federal Institute for Population Research (BiB), Wiesbaden, Germany. Find articles by Helena Ludwig-Walz 3 , Halina Kirsch Halina Kirsch , MSc 2 Department of Nutritional, Food and Consumer Sciences, Fulda University of Applied Sciences, Fulda, Germany. Find articles by Halina Kirsch 2 , Martin Bujard Martin Bujard , Prof, Dr 3 Federal Institute for Population Research (Bi | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.4 | 0.86 | ["education"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.151313 | [
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Dr 3 Federal Institute for Population Research (BiB), Wiesbaden, Germany. 4 Institute of Medical Psychology, Medical Faculty, University Heidelberg, Heidelberg, Germany. Find articles by Martin Bujard 3, 4 , Anette E Buyken Anette E Buyken , Prof, Dr 5 Institute of Nutrition, Consumption and Health, Faculty of Natural Sciences, Paderborn University, Paderborn, Germany. Find articles by Anette E Buyken 5 , Katherine M Richardson Katherine M Richardson , Prof, Dr 6 Department of Management & Management Scienc | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.895 | 0.854 | ["management", "education"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.151352 | [
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Dr 6 Department of Management & Management Science, Lubin School of Business, Pace University, New York, USA. Find articles by Katherine M Richardson 6 , Anja Kroke Anja Kroke , Prof, Dr 2 Department of Nutritional, Food and Consumer Sciences, Fulda University of Applied Sciences, Fulda, Germany. Find articles by Anja Kroke 2 Author information Article notes Copyright and License information 1 Regional Innovative Centre of Health and Quality of Live Fulda (RIGL), Fulda University of Applied Sciences, Fulda | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.858 | ["education", "management", "philosophy"] | 511 | Stress Management | topic | 2026-03-11T17:38:47.151382 | [
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RIGL), Fulda University of Applied Sciences, Fulda, Germany. 2 Department of Nutritional, Food and Consumer Sciences, Fulda University of Applied Sciences, Fulda, Germany. 3 Federal Institute for Population Research (BiB), Wiesbaden, Germany. 4 Institute of Medical Psychology, Medical Faculty, University Heidelberg, Heidelberg, Germany. 5 Institute of Nutrition, Consumption and Health, Faculty of Natural Sciences, Paderborn University, Paderborn, Germany. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.31 | 0.816 | ["education"] | 459 | Stress Management | topic | 2026-03-11T17:38:47.151409 | [
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iences, Paderborn University, Paderborn, Germany. 6 Department of Management & Management Science, Lubin School of Business, Pace University, New York, USA. ✉ Correspondence to: Indra Dannheim, M.A., Fulda University of Applied Sciences, Leipziger Straße 123, 36037 Fulda, Germany. [E-mail: indra.dannheim@oe.hs-fulda.de ] ✉ Corresponding author. Received 2024 Aug 8; Prepublished 2025 Mar 18; Issue date 2025 Jul 1. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.683 | 0.664 | ["education", "management"] | 416 | Stress Management | topic | 2026-03-11T17:38:47.151436 | [
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Prepublished 2025 Mar 18; Issue date 2025 Jul 1. Copyright: © Scandinavian Journal of Work, Environment & Health This work is licensed under a Creative Commons Attribution 4.0 International License . PMC Copyright notice PMCID: PMC12278447 PMID: 40101167 Abstract Objective Based on the well-documented role of supervisors' in fostering healthy workplaces and managing the impact of work-related stress, the aim of this study was to determine the effectiveness of leader-targeted stress management interventions | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.846 | ["management", "leadership", "innovation", "education"] | 511 | Stress Management | topic | 2026-03-11T17:38:47.151463 | [
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of leader-targeted stress management interventions (SMI) on their psychological stress, mindfulness, mental health, and work- and leadership-related outcomes. Methods Eligible studies, including randomized controlled trials or controlled before–after studies, examining the effects of leader-targeted SMI on supervisors' psychological stress, mindfulness, mental health, and work- and leadership-related outcomes, were identified in four electronic databases and supplemented by manual search strategies. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.818 | ["leadership", "management", "crisis"] | 504 | Stress Management | topic | 2026-03-11T17:38:47.151492 | [
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ses and supplemented by manual search strategies. Screening for eligibility, data extraction, risk of bias assessment, and certainty of evidence grading, following PRISMA guidelines and Cochrane Handbook recommendations, were done in duplicate. Data were pooled in random effects models to synthesize g-scores. Sensitivity and moderator analyses were used to assess the robustness of the results and explore potential sources of heterogeneity. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.314 | 0.822 | [] | 443 | Stress Management | topic | 2026-03-11T17:38:47.151517 | [
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s and explore potential sources of heterogeneity. Results The 25 studies (N=2466 participants) meeting the full inclusion criteria varied widely in population characteristics, intervention types, duration, delivery methods, and examined outcomes. The overall intervention effect was g=0.13 [95% confidence interval (CI) -0.24– -0.01] after excluding outliers. Significant intervention effects were found for mental health [g=-0.38 (95% CI -0.69– -0.08)] and, after excluding influential cases, work- [g=-0.32 (95 | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.1 | 0.684 | [] | 512 | Stress Management | topic | 2026-03-11T17:38:47.151541 | [
0.09539572894573212,
0.016530893743038177,
0.03619573637843132,
0.08488494157791138,
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0.07012631744146347,
-0.0516820065677166,
0.02605350688099861,
0.0049104695208370686,
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0.06239921599626541,
0.039656613022089005,
-0.04692712798714638,
-0.069233618... |
er excluding influential cases, work- [g=-0.32 (95% CI -0.63– -0.00)] and leadership-related outcomes [g=-0.23 (95% CI -0.44– -0.02)]. Conclusion Our meta-analysis suggests that leader-targeted SMI can be an effective approach for promoting occupational health. Key terms : evidence-based workplace health promotion, healthy leadership, occupational health, program evaluation Creating healthy workplaces is a major task in today's occupational settings, especially considering the increasing economic burden ass | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.4 | 0.68 | ["leadership"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.151572 | [
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lly considering the increasing economic burden associated with work-related stress and mental health issues ( 1 – 3 ). Supervisors have been shown to play an important role in creating and promoting healthy workplaces ( 4 , 5 ). They are chiefly responsible for establishing and anchoring health-promoting structures and processes ( 6 , 7 ), shaping the health-promoting design of the workplace through their behavior ( 8 , 9 ), and serving as role models to their subordinates ( 8 – 11 ). | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.698 | 0.868 | [] | 489 | Stress Management | topic | 2026-03-11T17:38:47.151606 | [
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as role models to their subordinates ( 8 – 11 ). Simultaneously, supervisors themselves are confronted with numerous stressors at work that may substantially increase the risk of negative health effects ( 12 – 14 ). Heavy deadlines, performance pressure, the need to manage multiple tasks simultaneously, and frequent disruptions are commonly reported stressors ( 7 , 15 ). Survey data from approximately 20 000 employees in 2018 indicated that managers across various industries were significantly more likely | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.856 | ["management", "philosophy"] | 510 | Stress Management | topic | 2026-03-11T17:38:47.151636 | [
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various industries were significantly more likely to face higher job demands than employees without management responsibility ( 15 ). Based on the well-documented role of supervisors' in workplaces and the challenge of coping with diverse work-related stressors, leader-targeted stress management interventions (SMI) have garnered increasing recognition ( 5 , 16 , 17 ). These interventions have been proposed as an effective measure to enhance and sustain workforce health ( 18 , 19 ), including the health of s | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.856 | ["management", "leadership", "crisis", "career"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.151663 | [
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0.0003337407542858273,
0.01434815488755703,
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orce health ( 18 , 19 ), including the health of supervisors themselves ( 20 – 22 ). SMI are broadly defined as activities or programs that an organization initiates to diminish work-related stressors or assist in mitigating the negative outcomes resulting from exposure to such stressors ( 23 ). These interventions can be categorized into cognitive-behavioral, relaxation, multimodal, or organization-focused initiatives as well as alternative approaches ( 24 , 25 ). | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.907 | 0.844 | [] | 469 | Stress Management | topic | 2026-03-11T17:38:47.151688 | [
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0.006584624759852886,
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es as well as alternative approaches ( 24 , 25 ). The Transactional Stress Model ( 26 ) provides a valuable framework for understanding how leader-targeted SMI operate as it conceptualizes stress as a dynamic process arising from the interaction between an individual and their environment. According to this model, the way supervisors perceive and evaluate stressors, as well as their ability to apply effective coping mechanisms, determines their emotional and behavioral responses to stress. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.999 | 0.85 | ["leadership"] | 494 | Stress Management | topic | 2026-03-11T17:38:47.151715 | [
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eir emotional and behavioral responses to stress. SMI targeted at supervisors align with this framework by equipping them with tools and strategies needed to appraise and manage work-related stressors more effectively, thereby enhancing their own well-being and enabling them to foster healthier workplace environments for their followers. Along with the increasing application of leader-targeted SMI, investigations into their effectiveness have emerged. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.911 | 0.822 | ["leadership", "resume"] | 455 | Stress Management | topic | 2026-03-11T17:38:47.151743 | [
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0.00722720380872488,
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fic occupational settings like healthcare ( 31 ). Some reviews solely examined intervention effects at the follower level ( 32 ), while others have included all employees, regardless of their supervisory position ( 24 ). Furthermore, it remains unclear whether the effectiveness of SMI targeted at supervisors can be influenced by aspects such as intervention type, training setting, delivery method, or target group. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.323 | 0.826 | [] | 417 | Stress Management | topic | 2026-03-11T17:38:47.151769 | [
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0.0... |
aining setting, delivery method, or target group. Therefore, the objective of this systematic review and meta-analysis was to identify and summarize the evidence on the effectiveness of leader-targeted SMI on supervisors' psychological stress (eg, job stress), mindfulness, mental health (eg, burnout, anxiety, depression), work-related outcomes (eg, absenteeism, productivity), and leadership-related outcomes (eg, leadership style, performance). | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.913 | 0.81 | ["leadership", "career", "philosophy"] | 447 | Stress Management | topic | 2026-03-11T17:38:47.151795 | [
0.04932120442390442,
0.07044529914855957,
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ted outcomes (eg, leadership style, performance). Methods This systematic review and meta-analysis is reported according to the Preferred Reporting Items for Systematic Reviews and Meta-analysis (PRISMA statement) ( 33 , 34 ) [supplementary material ( www.sjweh.fi/article/4219 ) S1] and adheres to the Cochrane Handbook for Systematic Reviews ( 34 ). The meta-analysis was registered on the International Prospective Register of Systematic Review (PROSPERO; CRD42023464101). | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.395 | 0.828 | ["leadership", "philosophy"] | 475 | Stress Management | topic | 2026-03-11T17:38:47.151821 | [
-0.004676214884966612,
0.08294279873371124,
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0.038569364696741104,
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0.06076107174158096,
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0.11088893562555313,
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0.015124515630304813,
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0.08537518978118896,
-0.02582763321697712,
0.0212... |
l included studies to check for eligible studies. Inclusion and exclusion criteria Eligibility criteria were defined following the population-intervention-comparison-outcome-study (PICOS) design scheme (34). Population: studies that enrolled supervisors as the target group, independently of gender, management level and number of employees. Studies focusing on supervisors, who are diagnosed with a mental disease were excluded as well as studies, which did not distinguish between employees and supervisors. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.832 | ["management", "education"] | 509 | Stress Management | topic | 2026-03-11T17:38:47.151852 | [
0.06931087374687195,
0.04455513879656792,
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0.06377004832029343,
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0.0073533691465854645,
0.08249583840370178,
0.023091008886694908,
0.01846870221197605,
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ot distinguish between employees and supervisors. Intervention: studies comparing stress management interventions targeted at supervisors with a waitlist or passive control group, or with an active control group receiving an alternative intervention. Interventions that focused on improving supervisors' leadership skills, for example by improving employee-supervisors' relationships or staff empowerment were excluded. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.922 | 0.802 | ["leadership", "management", "networking"] | 419 | Stress Management | topic | 2026-03-11T17:38:47.151878 | [
0.044319529086351395,
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0.007893326692283154,
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relationships or staff empowerment were excluded. Comparison: no intervention (including waitlist and passive control groups) or alternative intervention. Outcome: studies with any measure of (i) psychological stress (eg, perceived stress, job stress), (ii) mindfulness, (iii) mental health (eg, burnout, anxiety, depression), (iv) work-related outcomes (eg, work performance, absenteeism, productivity) or (v) leadership-related outcomes (eg, transformational leadership, authentic leadership, health-oriented l | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.82 | ["leadership", "philosophy", "networking", "career"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.151907 | [
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ential disagreements were resolved by discussion. We also contacted authors of several publications via email to request relevant data. One author ( 37 ) supplied additional, unpublished data. Coding of study characteristics For each included study, the following characteristics were coded: (i) study framework: first author, year of publication, country and study design; (ii) participants: age, percent female, higher proportion (>50%) of female participants (yes, no), management level and occupational setti | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.895 | 0.842 | ["education", "management", "negotiation"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.151933 | [
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(yes, no), management level and occupational setting (eg, healthcare, production or public administration), type of control group (alternative intervention, passive or waitlist control group); (iii) intervention : format, length (<1, 1–4, 5–8, 9–12, and >12 weeks), training setting (face-to-face, virtual or hybrid), home practice (yes or no), delivery mode (self-practice, group or individual session, or mixed format), type (cognitive behavioral, relaxation, biofeedback, organization-focused, alternative to | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.896 | 0.68 | ["philosophy", "management", "family"] | 511 | Stress Management | topic | 2026-03-11T17:38:47.151965 | [
0.08081264048814774,
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biofeedback, organization-focused, alternative to the others or multimodal in accordance to ( 24 ), number of intervention components (1, 2 or 3), follow-up periods (short-, medium- or long-term (<3, 3–12 or >12 months); (iv) outcome domains : the primary outcome data were structured by classifying the initially reported constructs into review outcomes across the following domains: (a) psychological stress (including perceived stress and job stress), (b) mindfulness, (c) mental health (including subsyndroma | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.694 | ["career"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.151991 | [
0.008232568390667439,
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dfulness, (c) mental health (including subsyndromal symptoms and general mental health), (d) work-related outcomes and (e) leadership-related outcomes. See table 1 and supplementary material S4 and S5 for detailed information on analyzed outcome domains and applied measurement instruments. Table 1. Outcome domains and subcategories based on constructs from primary studies. [NA=not applicable]. Main level outcome categories Subcategories a Original reported constructs Stress, Psychological NA General subject | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.832 | ["leadership", "philosophy"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152016 | [
0.036768026649951935,
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0.03689420223236084,
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... |
onstructs Stress, Psychological NA General subjective stress b Secondary Traumatic Stress Stress Stress in general b Stress reactivity Job stress Effort–reward ratio Irritation Work-related stress Work-stress Perceived stress Perceived stress Mindfulness NA Mindfulness Leaders’ mindfulness Trait mindfulness Mental health Subsyndromal symptoms Anxiety Burnout Depression Depressive symptoms Negative effect State anxiety b State or current anxiety Symptoms of depression and anxiety b Trait anxiety b Trait or d | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.684 | ["leadership", "career", "war_conflict"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152044 | [
0.060316696763038635,
0.029332706704735756,
0.01210540346801281,
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0.027647987008094788,
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0.0296... |
epression and anxiety b Trait anxiety b Trait or dispositional anxiety General mental health Emotional distress General mental health Symptoms of distress Psychological distress Work-related outcomes NA Career satisfaction General work performance Global job satisfaction Job satisfaction Job performance b Non-specific sickness absence days Lost productive time (absenteeism days) b Sickness absence Presenteeism b Leadership-related outcomes NA Abusive leadership Authentic leadership Health promoting self-car | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.678 | ["leadership", "career", "philosophy"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152073 | [
0.061943162232637405,
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0.06821627169847488,
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0.09681649506092072,
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0.02127540484070778,
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0.009862316772341728,
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hip Authentic leadership Health promoting self-care Health promoting staff-care Leadership competencies Leadership effectiveness Leadership practice b Transformational leadership Open in a new tab a When N>3 studies could be pooled for meta-analysis. b These constructs could not be included in the meta-analysis due to insufficient data availability from the studies. See supplementary table S7 for detailed information. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.384 | 0.814 | ["leadership", "philosophy"] | 421 | Stress Management | topic | 2026-03-11T17:38:47.152103 | [
0.010054836049675941,
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0.0018927478231489658,
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... |
supplementary table S7 for detailed information. When a study presented more than one measure (including more than one follow-up measurement) per outcome, we calculated the weighted mean and pooled standard deviation (SD), according to Cohen ( 38 ) and displayed in equations ( 1 ) and ( 2 ): M p o o l e d = M 1 * n 1 + M 2 * n 2 n 1 + n 2 (1) S D p o o l e d = ( n 1 - 1 ) * S D 1 2 + ( n 2 - 1 ) * S D 2 2 n 1 + n 2 - 2 (2) If both self- and follower-reported data were available, we prioritized the inclusio | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.1 | 0.702 | ["education", "philosophy"] | 511 | Stress Management | topic | 2026-03-11T17:38:47.152128 | [
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0.03137102350592613,
-0.05... |
mized studies of interventions (ROBINS-I) ( 40 ). Based on the overall risk of bias judgment, each domain of bias was rated as 'low RoB', 'moderate RoB' or 'serious RoB', 'critical RoB' or 'no information on RoB'. For the meta-analysis, we employed the RoB2 scheme, where a 'moderate RoB' in CBA is classified as 'some concern RoB', while 'serious' and 'critical RoB' were assigned as 'high RoB'. Detailed information on rating criteria for RoB assessment are presented in supplementary material S6. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.3 | 0.862 | ["philosophy", "decision_making"] | 499 | Stress Management | topic | 2026-03-11T17:38:47.152153 | [
0.08372752368450165,
0.030994577333331108,
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sment are presented in supplementary material S6. Synthesis methods To conduct the meta-analyses, we used the statistical software R Studio (version 4.3.3) ( 41 ), utilizing the 'meta' package ( 42 ). We performed meta-analyses when data from ≥4 studies with different study populations could be pooled. If the included studies did not furnish adequate data for incorporation into the meta-analysis (eg, reporting no SD/effect) and, despite our requests, we did not receive the necessary information from the aut | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.295 | 0.858 | ["philosophy", "communication", "war_conflict", "education", "rhetoric"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152179 | [
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ty, and >75% indicated high heterogeneity ( 45 ). We tried to explain heterogeneity by conducting exploratory moderator analyses, when ≥10 studies per outcome were examined ( 47 ). Categorical moderators [RoB, study design, control group, follow-up, management level, higher proportion (>50%) of female participants (>50%), intervention type, number of intervention components, intervention length, delivery mode and training setting] were explored via subgroup analyses (supplementary material S11) and continuo | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.895 | 0.838 | ["management", "education"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152204 | [
0.10950993746519089,
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analyses (supplementary material S11) and continuous moderators (age, % female, sample size, publication year) via meta-regression (supplementary material S12). Publication bias was assessed by conducting visual inspection of (contour-enhanced) funnel plots ( 48 , 49 ) (supplementary material S13). When a meta-analysis included ≥10 studies, we applied the Egger's test ( 50 ) (supplementary material S14). All statistical analyses were conducted in accordance with the methodological standards outlined in the | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.296 | 0.84 | [] | 511 | Stress Management | topic | 2026-03-11T17:38:47.152226 | [
0.09928280115127563,
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with the methodological standards outlined in the Cochrane Handbook for Systematic Reviews of Interventions ( 34 ). Certainty of evidence assessment We utilized the Grading of Recommendations Assessment, Development and Evaluation (GRADE) framework ( 51 ) to evaluate the overall certainty of evidence for each primary outcome. Two review authors independently assessed the certainty of evidence for each outcome, with any discrepancies resolved through discussion. | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.393 | 0.83 | [] | 465 | Stress Management | topic | 2026-03-11T17:38:47.152248 | [
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0.09022700... |
ies ( 37 , 52 – 72 ) met full inclusion criteria. Details on the selection process and reasons for exclusion of the full-text screened studies are described in figure 1 and supplementary material S3. Study characteristics A comprehensive overview of the included publications is presented in table 2. Table 2. Characteristics of the studies included. [CBA=controlled before and after; IG=intevention group; CG=control group; ERI=effort–reward model; NR=not reported; PS=psychological stress; RCT=randomized contr | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.844 | ["war_conflict", "education", "philosophy"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152275 | [
0.0861956775188446,
0.017323460429906845,
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0.10452815890312195,
0.03753676638007164,
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ted; PS=psychological stress; RCT=randomized control trial.]. First author (year); country; study design Control group; Follow-up period Management level; setting Number of participants (IG; CG) Intervention Intervention format Intervention type (number of intervention components); length Training setting (home practice); delivery mode Outcome categories Subcategories Allen (1980); Australia; CBA ( 52 ) Waitlist; short-term Middle; NR 10; 10 Biofeedback-based stress management training program Once-weekly 1 | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 1 | 0.826 | ["management", "crisis", "family", "education", "philosophy"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152303 | [
0.0257355235517025,
0.06570526212453842,
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0.11148736625909805,
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d stress management training program Once-weekly 1-hr sessions Biofeedback ( 1 ); 5-8 wk Face-to-face (yes); individual sessions PS; mental health; work-related outcome Subsyndromal symptoms Bennett (2011); USA; RCT ( 53 ) Passive; medium-term Diverse; diverse settings 72; 73 Psycho- educational health and leadership development program Interactive learning elements (self-assessment, sumulation tools. short videos, reading material), web-based coaching and seminars, links to other online health courses, min | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 1 | 0.834 | ["leadership", "education", "management"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152328 | [
-0.01500358060002327,
0.016613971441984177,
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0.013110247440636158,
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0.0... |
eminars, links to other online health courses, minimum of 10 hrs spend on user platform Multimodal ( 2 ); >12 wk Virtual (no); self-practice Mental health General mental health Blank (2018); Austria; RCT ( 54 ) Alternative (free time at home); short-term Middle; diverse settings 20; 20 Short vacation based on effort– recovery model 4 nights including one session of moderate physical activity and one session of active recovery Alternative to the others ( 1 ); <1week Face-to-face (no); mixed (individual sessi | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.1 | 0.714 | ["family", "philosophy"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152358 | [
0.06607683002948761,
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0.04931292682886124,
0.06000104546546936,
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0.048455528914928436,
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0.005752... |
<1week Face-to-face (no); mixed (individual sessions, self-practice) PS Perceived stress Cedstrand (2022); Sweden; CBA ( 55 ) passive; long-term Lower; production 54; 20 Co-created occupational health intervention built on behavior change weel framework; structured roundmaking and duties clarification and staffing plan 4 modules: 1 full-day face-to-face workshops plus a 2-hr online follow-up, 1 online full day plus 2x 3-hr online follow-ups Organization-focused ( 1 ); NR Hybrid (no); group sessions PS / De | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.896 | 0.696 | [] | 511 | Stress Management | topic | 2026-03-11T17:38:47.152380 | [
0.0046833110973238945,
0.04150937870144844,
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0.040863893926143646,
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0.028774207457900047,
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0.02600250020623207,
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0.02... |
used ( 1 ); NR Hybrid (no); group sessions PS / Deval (2017); France; CBA ( 56 ) Passive; short-term NR; service 53; 27 Acceptance and commitment therapy intervention 3x4-hr sessions including homework assignments on mindfulness and values-based action Cognitiv-behavioral ( 1 ); 5-8 wk Face-to-face (yes); mixed (group sessions, self-practice) PS; mindfulness; mental health; work-related outcomes Perceived stress; general mental health Gast (2022); Germany; RCT ( 57 ) Waitlist; short-term Diverse; production | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.696 | ["ethics", "family"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152406 | [
0.023333769291639328,
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CT ( 57 ) Waitlist; short-term Diverse; production 36; 45 Intervention on own and employees work-related stress based on ERI model 1-day intervention incl. theoretical input, interactive group work, case discussion Multimodal ( 2 ); <1 week Virtual (no); group sessions PS; mental health Perceived stress, job stress; subsyndromal symptoms Igu (2023); Nigeria; RCT ( 58 ) Waitlist; mixed NR; teaching 38; 39 Problem-solving client-based psychoeducational intervention for managing workplace threats to mental hea | https://pmc.ncbi.nlm.nih.gov/articles/PMC12278447/ | Effectiveness of leader-targeted stress management interventions: A systematic review and meta-analysis - PMC | pmc.ncbi.nlm.nih.gov | 0.7 | 0.698 | ["management", "career", "education"] | 512 | Stress Management | topic | 2026-03-11T17:38:47.152433 | [
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0.052006982266902924,
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-0.02... |
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