Between acceptance and change - a qualitative study about how leaders deal with bureaucracy

Bureaucracy is characterized by narrowly defined rules and regulations. Such structures can limit both the performance of organizations and the health of employees.

Guided interviews were conducted with leaders from the German health, education and social service sectors who self-reported as motivated and healthy despite bureaucratic requirements. Transcriptions were iteratively analyzed using the grounded theory methodology. Quantitative surveys provide additional information.

The leaders (n = 16) reported diverse perspectives on bureaucracy, highlighting its causes, consequences and coping strategies. The effects of bureaucracy were predominantly described as negative. However, bureaucracy can also create an inner sense of safety. Resources and coping mechanisms relating to health, emotions, cognition, leadership, relationships, processes and society were identified, including different forms of acceptance and change initiatives.

The experience of meaningfulness of bureaucratic regulations appears to be crucial for successfully managing bureaucratic demands. Bureaucracy offers protective effects, such as inner sense of safety and justice at the societal level. However, it is also associated with significant negative consequences, such as stress and restrictions in decision-making. The identified resources and coping mechanisms should be fostered in organizations to ensure health and motivation of leaders. Further research should explore whether certain bureaucratic regulations could be reduced, e.g., by strengthening inter-personal trust and increased inner sense of safety.