The Workplace Hazards of Stress Bragging: Restoring Organizational Culture Through Positive Psychology

Purpose This study aims to explore the phenomenon of stress bragging and its effects on individual well-being, group dynamics and organisational culture. The authors extend the viewpoint to consider how stress bragging goes beyond the individual, affecting colleagues and the overall work environment. Design/methodology/approach The authors use a multi-theory framework, integrating crossover theory (CT), responsibility exchange theory (RET) and positive psychology theory (PST). A concise and focused review of extant literature is conducted, supported by our arguments to discuss the phenomenon. This paper follows the Emerald Viewpoint writing guidelines, which “Covers any paper where content is dependent on the author’s opinion and interpretation. This includes journalistic and magazine-style pieces”, as also mentioned in “Author Guidelines” under “Article classification”. Findings While bragging may have some positive effects on performance in organisational settings, stress bragging often leads to increased stress, reduced well-being and a toxic organisational culture, and can be explained under the auspices of CT and RET. The authors highlight the potential of PST-based interventions in mitigating these adverse effects by promoting a supportive work environment. Practical implications This study provides directions for strategic and managerial actions on dealing with stress bragging at all levels of the organisation. Originality/value This research extends the understanding of stress bragging by exploring its broader implications on organisational culture and well-being. This study also offers fresh insights and mitigating strategies against the adverse effects of stress bragging.