Supervisors’ work ability and workload strain within a changing work environment

Cognitive loading was a common aspect of the work of first-line supervisors. The majority of survey respondents often experienced a hectic pace and time pressures, excessive overlapping of tasks and job interruptions at work. Excessive information flooding and conflicting expectations for their work were often experienced by about half of the respondents.

Work resources counterbalance the stress and strain of supervisory work

In the ideal situation, supervisory work offers a great deal of resources for counterbalancing work-related stress. The majority of the respondents experienced support from their work community. In particular, opportunities to affect one’s own work were linked with a better work ability. The most powerful factor in terms of work functionality came down to the clarity of expectations for the work. The lowest rating for work resources was related to the sufficiency of feedback.

Based on the results of our research, we present five recommendations of ways to promote the work ability and work functionality of first-line supervisors. 

1. First-line supervisors shall be offered genuine possibilities to affect the decisions that concern their leadership work. 
2. Top management shall develop a culture in which a natural part of everyday work ability management involves talking about the coping of first-line supervisors. 
3. The prioritisation of the work of first-line supervisors shall be supported and sufficient time allotted for leadership and management within the workplace. 
4. The conditions for the knowledge work carried out by first-line supervisors shall be assessed in the workplace and focus will be placed on managing information flooding. 
5. Top management shall diversely offer feedback to first-line supervisors and the feedback will be based on dialogue.

Delve into the research report (pdf)