Transformational Leadership, Team Conflict, and Personality: Influences on Work Stress in Public Organizations

Abstract

Employee health and productivity are both negatively affected by work stress, which is a major issue for public sector organisations. Employees in the public sector are the subjects of this quantitative study, which seeks to understand the connections between transformational leadership, team conflict, personality factors, and stress on the job. Surveys were sent out to 656 people, drawn from a pool of representatives from different government agencies. To determine how transformational leadership, team conflict, and personality attributes directly impact stress on the job, structural equation modelling (SEM) was used. First results point to a negative correlation between transformational leadership and stress in the workplace, suggesting that people working for transformational leaders feel less pressure. Furthermore, there is a positive correlation between team conflict and work stress, which shows that intra-team disagreements have a negative effect on employees' stress levels. Individuals high in neuroticism report much higher levels of stress at work, suggesting that personality traits, and neuroticism in particular, are strong predictors of occupational stress. These findings shed light on the unique impacts of transformational leadership, team conflict, and personality factors on work stress in public organisations. The significance of reducing team conflicts and encouraging transformative leadership skills in reducing employee stress at work are two examples of the practical ramifications. In order to improve organisational productivity and employee well-being, organisations must acknowledge the significance of individual personality characteristics and develop treatments accordingly.

Keywords

• transformational leadership
• team conflict
• personality
• work stress
• public organization