International Journal of Health Promotion & Education Volume 43 Number 3 2005 97103 97 The relationship between coaching and workplace stress: A correlational study Key words: work related stress, HSE stressors, coach- ing, research into effectiveness, multiple regression. Abstract There is a limited amount of research investigating the relationship between coaching and stress. This paper will present the findings from Part II of a study investigating whether workplace coaching can reduce stress. A correlational design was used and 103 participants from a UK and a Scandinavian organisation participated. Multiple regression analyses were used to investigate whether par- ticipation in coaching was a significant predictor of levels of depression, anxiety and stress as measured by the DASS-21 (Lovibond & Lovibond 1995). Demographic factors and the workplace stressors included in the Health and Safety Executive’s Stress Management Standards were also included in the analyses (Cousins et al 2004). It was found that workplace coaching was not a significant predictor of levels of depression, anxiety and stress. However, the participants reported high levels of coaching effectiveness. Lack of control and high role ambiguity were found to be significant predictors of depression, and high demands and role ambiguity were found to be significant predictors of stress. Introduction According to the Health and Safety Executive (HSE) (2001) there are three main reasons why organi- sations should take action towards work-related stress: the ethical argument emphasises the negative effects of work-related stress; the legal argument highlights the employer’s legal duties to prevent stress; and the economic argument focuses on the vast cost ascribed to work-related stress. In order to support organisations in tackling workplace stress the HSE has developed Stress Management Stand- ards that involve good practice in six key stressor areas. There is a build-up of research evidence, including findings from the Whitehall II study, suggesting that these particular stressors have the potential to cause negative effects on employee welfare (Cousins et al 2004). The Model of Work Stress (Palmer et al 2004) highlights the relationship between the HSE stressors, symptoms and outcomes of stress (see Figure 1). The relationship between coaching and workplace stress: A correlational study By Kristina Gyllensten and Stephen Palmer, City University, London, UK Potential Hazards Potential Hazards Symptoms of Stress Symptoms of Stress 1 Demands 2 Control 5 Relationships 4 Change 3 Role E M P L O Y E E S Individual symptoms Raised blood pressure Sleep & gastrointestinal disturbances Increased alcohol and/or caffeine and/or nicotine intake Increased irritability & negative emotions Back pains; tension Palpitations; headaches Organisational symptoms Increased sickness absence Long hours culture Increased staff turnover Reduced staff performance Reduced staff morale & loyalty Increased hostility Negative Negative Financial Financial Outcomes Outcomes Cost Cost (1995 (1995-6) 6) Days lost Days lost (2002) (2002) Increased over- heads e.g. recruiting, training Reduced profits Increased accidents Increased litigation 6 Support Training Unique factors Coronary heart disease RSI Clinical anxiety and depression Burnout £3.75bn £370m 13.4m work- ing days lost Model of Work Stress ' Palmer, Cooper & Thomas 2004 C U L T U R E FIGURE 1 Definitions of stress There are various definitions of stress and according to the HSE (2001, p.1) stress is “the adverse reaction people have to excessive pressures or other types of demand placed on them”. In a report by the European Commission work-related stress was defined as “…the emotional, cognitive, behavioural and physiological reaction to aversive and noxious aspects of work, work environments and work organisations. It is a state characterised by high levels of arousal and distress and often by feelings of not coping” (Levi 2000, p.3). Palmer, Cooper & Thomas (2003, p.2) have presented a cognitive definition of stress that emphasises the individual’s perception of an event: “Stress occurs when the perceived pressure exceeds your perceived ability to cope”. Cooper et al (2001) suggest that potential sources of stress are called stressors, and strain is the individual’s response to the stressors. Coaching and stress Many different interventions are used to prevent and manage stress in the workplace including counsel- ling, stress management, redesign of the work environment, and flexible work schedules (Cooper & Cartwright 1997). In addition, several authors have suggested that coaching can be used to reduce stress (Busch & Steinmetz 2002, Hearn 2001, Jones 1996, Meyer 2003) and more specifically health coaching (Palmer, Tubbs & Whybrow 2003). Workplace