Psychological Climate, Leadership Style and Workplace Stress at Fuel & Retail Company

Abstract

In 2012, the Retailer acquires the business of Fuel & Retail Company. Each team member experiences certain changes, the volumes of work had increased in the petrol stations, and this changes the psychological climate at work and creates stress.

Purpose: To study the psychological climate, management style, workplace stress, and their mutual relations in Fuel & Retail Company.

Methodology: The authors of the Paper used the following tools: The Professional Life Stress Scale, the Team Psychological Climate Survey; the Leadership Styles Questionnaire. The research questions were the following: What is the psychological climate, leadership style in Company? What are the key workplace stress factors? Were there any significant relationships between the psychological climate, leadership style, and workplace stress? The surveys were carried out in April 2014. The total number of respondents in the study was 105.

Findings: Most of the respondents believe that the prevailing management style is authoritarian, the assessment of the psychological climate was more positive than negative. The levels of workplace stress were high.

Research limitations: The authors of the Paper were able to carry out the empirical research study only in the petrol stations of Fuel & Retail Company located in Riga.

Practical implications: The results obtained during the study were presented to the Human Resources and Retail Sales management of Fuel &Retail Company.

Originality/ value: Psychological climate, management styles, and workplace style have been studied by various authors, but none of them has studied it in employees of petrol stations, who work 24 hours a day in an environment of organisational changes.

Classification: case study.