Corporate Culture, Employee Stress, and Leadership Support

Abstract

Organizations are increasingly concerned about the level of stress that their workers are under. This is because, a high level of stress has been linked to a faster heart rate, breathing difficulties, hypertension, stroke, and even death. Hence, organizations are becoming mindful of losing employees in this regard. This study examined the influence of corporate culture on aiding leadership support with the view of eradicating employees' stress in the workplace. The study adopted the sociotechnical systems theory and the work Demand-control, support model to serve as an undergirded theory for this study. Extant literature on corporate culture, employee stress, and leadership support was reviewed, and the link between them was established. It was discovered that withdrawal behaviors such as quit intentions, absence from work, tardiness, and a loss of devotion to organizational operations are detrimental to the organization's existence and survival in any form. It was concluded that organizations are required to induce, establish, facilitate, and integrate a "caring component" into their culture, as a "caring culture" tends to encourage employee commitment to organizational activities that will assist them in achieving established process and result-focused organizational goals, especially through behavioral, cognitive, humanistic, and integrative or holistic therapies.