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Existing social stressor concepts disregard the variety of task-related situations at work that require skillful social behavior to maintain good social relationships while achieving certain task goals. In this article, we challenge the view that social stressors at work are solely dysfunctional aspects evoking employee ill health. Drawing from the challenge-hindrance stressor framework, we introduce the concept of social challenge stressors as a job characteristic and examine their relationships with individual well-and ill-being. In study 1, we developed a new scale for the measurement of social challenge stressors and tested the validity of the scale. Results from two independent samples indicated support for a single-factor structure and showed that social challenge stressors are distinct from related stressor concepts. Using two samples, one of which was already used to test the factor structure, we analyzed the unique contribution of social challenge stressors in predicting employee well- and ill-being. As expected, social challenge stressors were simultaneously related to psychological strain and well-being. Using time-lagged data, study 2 investigated mechanisms that may explain how social challenge stressors are linked to well-being and strain. In line with the stress-as-offense-to-self approach, we expected indirect relationships via self-esteem. Additionally, social support was expected to moderate the relationships between social stressors and self-esteem. Whereas the indirect relationships were mostly confirmed, we found no support for the buffering role of social support in the social hindrance stressors-self-esteem link. Although we found a moderation effect for social challenge stressors, results indicated a compensation model that conflicted with expectations.
Although researchers and practitioners increasingly focus on health promotion in organizations, research has been mainly fragmented and fails to integrate different organizational levels in terms of their effects on employee health. Drawing on organizational climate and social identity research, we present a cascading model of organizational health climate and demonstrate how and when leaders' perceptions of organizational health climate are linked to employee well‐being. We tested our model in two multisource studies (NStudy 1 = 65 leaders and 291 employees; NStudy 2 = 401 leader–employee dyads). Results showed that leaders' perceptions of organizational health climate were positively related to their health mindsets (i.e., their health awareness). These in turn were positively associated with their health‐promoting leadership behavior, which ultimately went along with better employee well‐being. Additionally, in Study 1, the relationship between perceived organizational health climate and leaders' health mindsets was moderated by their organizational identification. High leader identification strengthened the relationship between perceived organizational health climate and leaders' health mindsets. These findings have important implications for theory and practice as they show how the dynamics of an organizational health climate can unfold in organizations and how it is related to employee well‐being via the novel concept of health‐promoting leadership.