ABSTRACT
This chapter provides an introduction into the role of line managers in managing risks to employee psychosocial health. It looks at how line managers (or immediate supervisors, used interchangeably) can influence the success of interventions for psychosocial issues through their impact on process and contextual issues, as well as the direct role of line managers in causing or reducing psychosocial risks. It also considers interventions that can reduce psychosocial risks by developing appropriate line manager behaviours and some key process and contextual factors that influence the success of such interventions. It aims to provide a balance between academic research and practical guidance to help professionals engage managers in managing psychosocial risks. In addition to an academic review of the role that managers play in managing psychosocial risks, the authors draw from a range of consultancy experiences and from a five year research programme working with managers to prevent and reduce stress. The programme of research was sponsored by the Health & Safety Executive (HSE), the Chartered Institute of Personnel Development (CIPD), Investors in People (IiP), and a consortium of participating organizations; it involved over 30 UK organizations and 300 managers. It identified not only what manager behaviours are important in this context, but also ways of helping managers change their behaviour and the process issues that can help and hinder them in doing so.
