Interpersonal demand refers to the pressures created by groups and the employee's co-workers. Lack of cooperation, collaboration, trust and support among members of a work group will create job stress for many members of the group. Organisational structure is the extent to which the organisation is highly formalised with extensive work rules and policies that constrain the work choices of employees. Centralisation is also an aspect of organisational structure that can act to limit employee discretion in decision making. Extensive rules, high centralisation and low levels of employee participation in decisions that affect employees are all examples of structure characteristics that may induce stress.
Organisational leadership is the dominant culture created by the leadership style of top executives.
Some CEOs create a culture that emphasises a short-run viewpoint, higher productivity with fewer resources, expendable human capital and tight financial controls. Organisational lifecycle stage refers to the stages of establishment, growth, maturity and decline. Each stage produces unique stressors for the employees. For instance, company survival is uncertain in both the establishment and decline phases. Both phases may be characterised by layoffs and structural change.