Stress and territoriality can sometimes lead managers to block employees’ mobility, even unintentionally.
Management Stress and Employee Development
Managers play a vital role in the growth and success of employees. However, managing a team comes with its own set of challenges, especially when stress and workloads start to build up. A recent study by Kraichy and Walsh (2022) revealed that managers under stress may unintentionally limit their talented employees’ ability to move within the company. This is often due to feelings of territoriality—psychologically “owning” their team—and the natural desire to keep top talent within their control.
In this post, we will explore how stress can lead to these behaviors, how to recognize them, and what managers can do to support employee growth while balancing their own responsibilities.
Understanding Managerial Territoriality and the Job Demands-Resources Model
Territoriality refers to the emotional attachment a manager might feel toward their team members. When you’ve worked hard to build a successful team, it’s natural to feel protective of the employees who help you achieve great results. However, this attachment can lead to blocking internal transfers or discouraging talented employees from exploring other roles within the company.
The Job Demands-Resources (JD-R) model helps explain why this happens. According to the JD-R model, every role comes with certain demands (e.g., workload, expectations, and deadlines) and resources (e.g., support, autonomy, and team collaboration). When the demands of a job exceed the resources available to manage those demands, stress builds. This stress can push managers to hold onto their most talented team members, using persuasion or subtle tactics to prevent them from seeking new opportunities (Kraichy & Walsh, 2022).
The Study’s Design and Key Findings
Kraichy and Walsh (2022) surveyed 116 managers to understand how their feelings of ownership over their employees influenced their use of persuasion or nurturing tactics to keep employees on their teams. The research found that managers with high workloads and low support were more likely to use persuasion tactics. Persuasion in this context involves convincing employees to stay by emphasizing how important they are to the team or suggesting that other opportunities may not be as beneficial.
Interestingly, the study didn’t find that managers’ stress increased their use of nurturing tactics—such as offering development opportunities to keep employees engaged—indicating that stressed managers are more likely to resort to influence rather than growth opportunities when trying to retain talent.
Recognizing Territorial Behaviors in Yourself
It’s important to recognize when stress or feelings of ownership over your team might be leading you to block employee mobility. Here are some signs that territorial behavior may be creeping in:
- Reluctance to Approve Transfers: If your immediate reaction to an employee requesting a transfer is to think of ways to convince them to stay, this might be a red flag.
- Overemphasizing Team Importance: If you frequently find yourself telling employees how important they are to the team or downplaying the benefits of other roles, this could be a sign of persuasion tactics at play.
- Avoiding Development Discussions: When was the last time you sat down with your team to discuss their long-term career goals? If these conversations are rare, it may be a sign that you are unconsciously blocking their growth.
How to Support Employee Mobility Without Losing Top Talent
Being protective of your top employees is understandable, but it’s essential to balance this with their need for growth and new opportunities. Here are some ways to ensure you’re supporting your team while managing your own stress:
- Focus on Development: Instead of holding onto employees, work with them to set development goals. This way, you’ll still be contributing to their growth, even if they eventually move to another role.
- Embrace Internal Mobility: Remember, when employees move within the company, it benefits the entire organization. They bring their skills to new teams and can open up opportunities for you to develop new talent.
- Seek Support: If your stress is leading to territorial behaviors, seek out resources. Whether it’s mentorship, team collaboration, or delegating more tasks, balancing your own workload will help you make better decisions.
- Encourage Open Conversations: Make time for career development talks. Ask your team members about their aspirations, and let them know you support their growth, even if it means they may eventually leave your team.
Conclusion
As managers, you have a responsibility not just to lead your teams but to foster their growth within the company. Stress and territoriality can sometimes lead managers to block employees’ mobility, even unintentionally. By recognizing these behaviors and taking steps to support employee development, you can create a healthier, more mobile work environment—one where both the team and the organization benefit.
Source Reference
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands−resources model of burnout. Journal of Applied Psychology, 86, 499–512. https://doi.org/10.1037/0021-9010.86.3.499
Kraichy, D., & Walsh, M. M. (2022). Hindering talented employees’ internal mobility: Managers’ territorial response to stress. Journal of Managerial Psychology, 37(1), 76–89. https://doi.org/10.1108/JMP-02-2021-0054
Written by Lisa Meier with support from ChatGPT