Not all stress at work is bad, according to new research out of Portland State University.
Liu-Qin Yang, a professor of industrial-organizational psychology at PSU, co-led a study shedding light on how different types of stress shape employees' emotions and performance at work.
The study distinguishes between "challenge stressors" such as heavier workloads and greater job responsibilities and "hindrance stressors" like red tape or unclear roles and expectations.
Challenge stressors tend to energize employees, triggering emotional uplifts — more positive emotions and fewer negative ones — which can boost performance and promote collaboration. For example, an employee tackling an interesting but complex project may initially feel stressed or anxious, but as they gain skills and receive positive feedback, those feelings are replaced by excitement and satisfaction.
Hindrance stressors, in contrast, lead to emotional downs — increased frustration and reduced motivation — that undermine performance. For instance, an employee who isn't given clear expectations for a key project may feel growing frustration and anxiety when confusion leads to repeated work or missed deadlines.
The researchers also found that people's motivational mindsets matter. Employees who view work as an opportunity for growth and advancement tend to respond positively to challenge stressors, while those more focused on safety and security are more vulnerable to hindrance stressors.
The study offers practical takeaways for organizations. Managers can help employees better manage their daily or weekly challenge and hindrance stressors. For example, managers could frame a project deadline as a challenge while offering timely support to help employees meet it. Managers can also reduce hindrance stressors by clarifying roles and cutting unnecessary bureaucracy.
The authors suggest training programs to help leaders foster promotion-focused mindsets and to help employees regulate emotions through mindfulness practices.
The study was published in the Journal of Occupational Health Psychology. Yang's co-authors include Li Cangyan from Tongji University, China; Xiao-Hua (Frank) Wang from Beijing Normal University, China; Russell E. Johnson and Chu-Hsiang (Daisy) Chang from Michigan State University; and Zhiqing Zhou from Johns Hopkins University.