Demand-control-support among female and male managers in eight Swedish companies

This work is part of the Swedish project ‘Managers and Stress’. In the report the Swedish version of the Demand–Decision Latitude model was used, which made it possible to compare data with an earlier population study. A total of 179 male and 56 female managers were included. The demands and decision latitude scores were significantly higher than in the population study. Social support buffers high demands but surprisingly the managers did not report higher support than the participants in the population. Psychological demands and skill discretion differed significantly between companies. The hypotheses that psychological demands and decision latitude differ between female and male managers had to be rejected. The period of extensive changes which has taken place in working-life, especially in the government sector, probably influenced the results. The results did not indicate higher stress in those managers working in the companies that were the most extensive ‘downsizers’. Copyright © 2001 John Wiley & Sons, Ltd.

[1]  A. Härenstam,et al.  Work Life and Organizational Changes and How They are Perceived by the Employees , 2002 .

[2]  Wayne F. Cascio.  Learning from Outcomes: Financial experiences of 300 Firms that have Downsized , 1998 .

[3]  N. Kawakami,et al.  The Job Content Questionnaire (JCQ): an instrument for internationally comparative assessments of psychosocial job characteristics. , 1998, Journal of occupational health psychology.

[4]  J. Cummings,et al.  Perceived organizational support, discretionary treatment, and job satisfaction. , 1997, The Journal of applied psychology.

[5]  L. Offermann,et al.  Leadership Behavior and Subordinate Stress: A 360 ° View , 1996 .

[6]  Robin J. Ely,et al.  The effects of organizational demographics and social identity on relationships among professional women. , 1994 .

[7]  Barbara A. Gutek,et al.  Changing the Status of Women in Management , 1993 .

[8]  David M. Noer,et al.  Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized Organizations , 1993 .

[9]  G. Ekvall,et al.  Change-centered leadership: An extension of the two-dimensional model , 1991 .

[10]  E. Hall,et al.  Gender, Work Control, and Stress: A Theoretical Discussion and an Empirical Test , 1989, International journal of health services : planning, administration, evaluation.

[11]  T Akerstedt,et al.  Changes in job strain in relation to changes in physiological state. A longitudinal study. , 1988, Scandinavian journal of work, environment & health.

[12]  Jeffrey V. Johnson.  The impact of workplace social support, job demands and work control upon cardiovascular disease in Sweden. , 1986 .

[13]  Robert Karasek,et al.  Job decision latitude and mental strain: Implications for job redesign , 1979 .