Stress and Style: Investigating the Link between Leadership Approach and Employee Strain in Kuala Langat

Abstract

This study examines the relationship between leadership styles and work stress among employees in Kuala Langat, Malaysia. Leadership strongly influences employee motivation, satisfaction, and well-being, yet ineffective leadership can become a major source of workplace stress. Guided by House and Mitchell’s (1975) Path-Goal Theory, this research explores how different leadership styles autocratic, transactional, transformational, laissez-faire, and democratic affect employee stress levels. A quantitative correlational design was employed, and data were collected from 250 employeesacross various job sectors using an online questionnaire. The survey incorporated the Vannsimpco Leadership Survey (VLS) and Work Stress Questionnaire (WSQ), both rated on a five-point Likert scale and demonstrating high reliability (α = .973 and .890). Data were analyzed using SPSS version 27, applying descriptive statistics, correlation, and t-tests. Results revealed a moderate positive correlation between leadership style and work stress (r = .378, p < .001), indicating that certain leadership behaviors contribute to higher stress levels. Although 94.4% of respondents reported strong leadership presence, stress levels remained elevated, suggesting that leadership quality—not its presence—matters most. Authoritarian and laissez-faire styles were linked to greater stress, while transformational and democratic approaches enhanced trust and reduced tension. Gender differences in stress were non-significant (p = .215), indicating consistent effects across male and female employees. The study concludes that leadership style significantly affects employee stress and well-being. Organizations should cultivate empathetic, participative leadership and implement development programs focusing on emotional intelligence, communication, and inclusive management to promote healthier workplaces.