Suchergebnisse

Abstract
Stress greatly affects not only people but also organizations. Therefore it is very important to prevent and manage stress and at the same time maintain well-being of employees. This paper presents two main groups of approaches: the organizational and the individual ones, with which individuals (managers/employees) can manage stress.
The paper also presents the results of the empirical research on stress, which was conducted among managers and employees in Slovenian organizations in 2011. The analysis shows which individual and organizational approaches to overcoming stress are most commonly used. The highest percentage of employees implement the following techniques of individual approaches: physical activity, followed by eating healthy food and getting a massage. However, the research results about organizational approaches show that the highest attention was devoted to organization of work and the lowest to physical activities, stimulated by the firm. Furthermore, intergenerational adaptation is not widely used to prevent and overcome stress.

The topic of health-promoting leadership has often been investigated on its impact on health outcomes. However, it is still unclear if healthpromoting leadership has an impact on other well-being parameters at work besides health. Another leadership behavior, the leaders' listening skills, can benefit well-being parameters at the workplace, such as job satisfaction, which in turn lowers turnover intention. In the present study, we investigate the relationship between health-promoting leadership, the leaders' listening skills, job satisfaction, and turnover intention to get a clearer picture about the effects of different leadership behaviors on the employees' well-being. The results of an online-study with 354 Austrian and Slovenian workers showed that both types of leadership behaviors had a direct effect on the employees' job satisfaction and an indirect effect on turnover intention through job satisfaction. Listening was found to have a stronger direct impact on job satisfaction. The findings indicate that both leadership behaviors are able to support well-being at the workplace.