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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01425459210012680. When citing the article, please cite: Marilyn J. Davidson, Valerie J. Sutherland, (1992), “Stress and Construction Site Managers: Issues for Europe 1992”, Employee Relations, Vol. 14 Iss: 2, pp. 25 - 38.

Results of a stress audit conducted among personnel working in the offshore oil and gas industry indicated that sources of stress varied as a function of employment, including the type of installation, the rig size and location, and the actual status of the employee. Suggests that the introduction of a global stress management strategy is not the most effective way of dealing with work‐related stress; a programme which seeks to eliminate sources of stress through change to the organization is required, in addition to stress management training, which helps the individual cope with the pressures of a job which can be changed or eliminated.

Reports research by interview and questionnaire survey designed to identify major sources of stress among site managers, to examine their physical and psychological well‐being, and to identify high risk groups and predictors of stressor outcomes. A high level of anxiety was found, independent of grade; this was predicted by role insecurity, work overload and other extrinsic factors (particularly travel). Identifies lack of management training in this industry as contributing to these stresses. Recommends stress audits and stress management workshops.

Research on nearly 120 chief executive officers (CEOs) and their spouses from among The Times 1000 European companies is explored. The research found that many CEOs are showing increasing signs of stress, and that the main difficulties are associated with the job interfering with family and private life due to enhanced workloads, work‐related travelling, weekend working, etc. Suggestions are made about what organisations can do to help.

Research on nearly 120 chief executive officers (CEOs) and their spouses from among The Times 1,000 European companies is explored. The research found that many CEOs are showing increasing signs of stress, and that the main difficulties are associated with the job interfering with family and private life due to enhanced workloads, work‐related travelling, weekend working, etc. Suggestions are made about what organizations can do to help.

An important distinction in psychology is between external and internal determinants of behaviour. Behaviour may be perceived as being determined either by factors internal to the individual (e.g. personality) or by external factors, in particular the consequences that follow the behaviour. External factors are central to the behavioural approach. The tendency for people to underestimate the importance of external factors in influencing behaviour is discussed. An application of the behavioural approach to accident reduction is described and the benefits and problems associated with its implementation discussed. The importance of workforce participation and involvement are emphasized. In addition, it is suggested that the commitment of management, especially at the highest levels, is required if the programme is to maintain long‐term effectiveness.

The impact of a major organizational change on general practitioners in the UK was assessed using a postal questionnaire during July‐August 1990. The results were compared with those obtained in a previous survey in November 1987. A total of 917 (61 per cent response rate) general practitioners completed the questionnaire measuring aspects of the job causing stress, job satisfaction and mental wellbeing. Compared with 1987, doctors in 1990 experienced significantly decreased levels of job satisfaction and reported levels of somatic anxiety and depression were higher. The stress associated with the demands of the job and patients′ expectations, practice administration and routine medical work, role stress and the use of social support as a coping strategy were the strongest predictors of job dissatisfaction and poor psychological wellbeing.

In the last ten years there has been some focus of attention on the pressures faced by chief executive officers and the consequences of failure to survive in a hard‐driving and highly competitive business world and international climate. Presents the results of a survey of 118 chief executives from The Times top 100 European companies and 93 of their partners, in order to understand more about their lifestyle and the stressors faced by this élite group. Comparisons are made with responses to a ten‐country survey concluded in 1984, in addition to comparisons made between chief executives based in Great Britain, “other” EEC countries and those working in Scandinavia. The results indicated that 25 per cent of chief executives believed that they were at risk from job burnout and this perception was strongest in Great Britain and among those aged 50 or less. Levels of anxiety and depression also tended to be higher for this younger group of chief executives. It is clear that these individuals are beginning to question the notion of “success at any cost” and acknowledge that quality of life must be an important consideration in their lifestyle.

The study of power is essential to any study of leadership, as power is fundamental to human organization and is understood to be a driving force of leadership. Power is typically thought of in terms of having dominance over others from a hierarchically higher position. In this chapter, we explore how power is typically defined in the literature and propose that mutualism represents an expanded definition of power and one that more closely aligns with the concept of inclusive leadership. We make a case for viewing power as a capacity that can be developed in others rather than a commodity that can be obtained, horded, or doled out. With this in mind, we explore how these two phenomena intersect from the perspectives of powerdistance, hierarchy, and empowerment. We argue that power expressed as dominance creates distance between leaders and employees, while mutualistic expressions reduce such distance, and that hierarchy and power have been erroneously conflated and when disaggregated can serve a useful purpose in a low-power-distance culture. Finally, through empowerment, we consider approaches to the development of power in others, which is a topic that is rarely considered in the leadership literature. Inclusive leadership offers an important pathway for moving organizations and society toward justice through the creation of cultures characterized by cooperation, unity, and diversity where greater numbers of people step into their capacity for power and begin to address the challenges facing humanity. This is realizable in cultures that promote mutualistic power.

This paper argues that past events of queer resistance – such as the Stonewall Riots in 1969 in New York – need to be critically inquired for their meaningful legacy and future potentiality through remembering and re-experiencing these events affectively. Considering the recent backlash against LGBTQI+ people, the paper underlines the importance of a nuanced understanding and affective remembering of historic events like the Stonewall riots for contemporary queer activism and scholarship.

The study engages with the analysis of a new opera production commissioned by the New York City Opera at the occasion of the 50th anniversary of the Stonewall riots. The focus of this uprise at and around the Stonewall Inn is seen as an emblematic event synonymous with what was then called “gay” liberation and forms a significant moment of collective troublemaking in queer history. Operas like other cultural performances are considered as forms of queer worldmaking, which can be analyzed as an evolving stream of ambivalent affect and minor feelings.

The paper offers an affective analysis of the performance of the opera “Stonewall.” First, the analysis provides a sketch of how individual storylines struggling with the ambivalence between daily humiliation and sexual longing assemble into a collective affective complex that layered the intensity of the uprising. Second, the analysis documents how the Stonewall-opera “re-members” the intersectional composition of these ambivalent affects to counter the tendency to mainstream queer history.

The paper’s writing illustrates how the collective organizing of queer resistance can be advanced through exploring such unusual aesthetic realms like queer opera, as it connects troublemaking politics with affective activism, the reviving of affective moments in queer history. It underlines the potential of queer opera and other cultural, popular productions to feel and live the intensity and energy of reimagining and realizing queer worldmaking.