Manager–Team (Dis)agreement on Stress-Preventive Behaviours: Relationship with Psychosocial Work Environment and Employees’ Well-Being

Abstract

The “Management Competencies to Prevent and Reduce Stress at Work” (MCPARS) approach focuses on identifying the stress-preventive managers’ competencies able to optimise the employees’ well-being through the management of the psychosocial work environment. Considering leadership as contextualised in complex social dynamics, the self–other agreement (SOA) investigation of the MCPARS may enhance previous findings, as it allows for exploring the manager–team perceptions’ (dis)agreement and its potential implications. However, no studies have tested the MCPARS using the SOA and multisource data. Grounded in Yammarino and Atwater’s SOA reference theory, we conducted an in-depth investigation on the MCPARS’s theoretical framework by examining the implications of manager–team (dis)agreement, regarding managers’ competencies, on employees’ psychosocial environment (H1–H2) and affective well-being (H3). Data from 36 managers and 475 employees were analysed by performing several polynomial regressions, response surface, and mediation analyses. The results reveal a significant relationship between SOA on MCPARS and employees’ perceptions of the psychosocial environment (H1). Employees report better perceptions when supervised by in-agreement good or under-estimator managers, while lower ratings occur under over-estimator or in-agreement poor managers (H2). Moreover, the psychosocial environment significantly mediated the relationship between SOA on MCPARS and employees’ well-being (H3). The MCPARS theoretical model’s soundness is supported, and its implications are discussed.