Why Responding Well To Stress Is A Core Leadership Skill
The British Psychological Society (2024) recently shared findings on dyadic coping, a process where couples manage stress by supporting each other emotionally, practically, and collaboratively. In the study, couples facing challenges such as chronic illness were more likely to report higher relationship satisfaction when they coped together rather than individually. However, the benefits were more relational than individual: while shared coping enhanced connection, it didn’t always improve mental health. Crucially, negative coping behaviours, such as being emotionally dismissive or hostile, were strongly associated with poorer mental health outcomes for the other partner. The impact of these negative behaviours outweighed the benefits of positive coping, highlighting the significance of how people respond to each other under pressure.
This research offers clear and transferable lessons for organisational life. In leadership and team environments, relational responses to stress matter. Leaders who acknowledge challenges and respond with empathy, curiosity, and collaboration foster not only trust but improved team outcomes. On the other hand, leaders who minimise, dismiss, or avoid the emotional dimension of work-related stress can inadvertently create conditions that mirror the negative coping dynamics seen in intimate relationships.
When leaders adopt a stance of shared responsibility much like dyadic coping, they promote a culture where people feel they don’t have to “carry it alone.” This is especially important for inclusion. When people from marginalised or underrepresented groups are navigating additional pressures, having leaders and colleagues who engage in shared coping helps to counteract the isolation often felt in majority-dominated systems. Inclusion, in this sense, becomes more than a strategic priority, it becomes a relational and emotional commitment.
Practical strategies for leaders:
Normalise conversations about stress and challenge without turning them into individual performance issues.
Model emotional responsiveness by acknowledging both the pressure and the impact it has on others.
Ask reflective questions like “What support would be useful here?” or “How can we approach this together?”
Create relational norms in meetings where shared problem-solving is the default, rather than top-down delegation.
Avoid emotionally dismissive behaviour, such as eye-rolling, sarcasm, or minimising people’s concerns, even unintentionally.
In short, organisations benefit when leaders apply the principle of coping together to professional relationships. It leads to stronger teams, more inclusive cultures, and performance rooted in mutual accountability. The takeaway? How you respond matters especially under pressure.
Reference
British Psychological Society. (2024, June 24). Coping together, staying together. BPS Research Digest. https://www.bps.org.uk/research-digest/coping-together-staying-together