When leaders face personal crisis: the human side of leadership
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
London ; New York
Routledge, Taylor & Francis Group
2020
|
| Schriftenreihe: | Leadership: research and practice
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032239103&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Abstract: | "This book examines a relatively unexplored area of leadership research-personal aspects of leadership-by considering the impact of leaders navigating their own personal crises on their relationships with teams, peers, and supervisors. Through original research as well as an integrative review of the literature, Hickman and Knouse focus on the leader-as-person in crisis, including the real-life personal crises and experiences of leaders. This important volume offers a detailed and thoughtful description of intersecting factors that contribute to the ways in which leaders experience and cope with personal crisis to spur additional research attention to this neglected area. This book also offers current and prospective leaders advice and direction on effectively navigating personal crisis"-- |
| Beschreibung: | Includes bibliographical references and index |
| Umfang: | xxii, 177 Seiten Illustrationen, Diagramme |
| ISBN: | 9780367345648 9780367345655 |
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Datensatz im Suchindex
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| adam_text | BRIEF CONTENTS Series foreword by Georgia Sorenson and Ronald E. Ràggio Preface xvi xviii Acknowledgements xxi Introduction 1 1 Personal crisis as a stressful life event 7 2 Coping with crisis 39 3 Deciding to disclose, asking for help 68 4 The organization’s interpersonal environment 93 5 Responsibility for leadership: adaptive approaches 112 6 Toward a culture of reciprocal care: advice and recommendations 127 7 Leaders in personal crisis: proposals for practice and research 143 Appendix A: preliminary study 153 Appendix B: Study 1 method and participant description 156 Appendix C: Study 2 method, participant description, and supplementary tables Index 159 166
CONTENTS Series foreword by Georgia Sorenson and Ronald E. Riggio Preface Acknowledgements Introduction xvi xviii xxi 1 fulia’s story 1 Leaders in personal crisis 2 The studies 3 Framework of the book 4 1 Personal crisis as a stressful life event Steven’s story 7 Emily’s story 8 The leader as person-in-crisis 10 Effects of different crisis types 11 The leader as bereaved person - death of a family member 11 Loss of a spouse 14 Loss of a child 14 Bereavement over time 15 The leader as patient — the leader’s own physical or psychological illness or injury 15 Health challenges and daily living 16 Cancer 16 Stroke 17 Heart attack 18 7
xli Contents Mental illness 19 Mood disorders: depression 19 Mood disorders: bipolar disorder 20 Anxiety disorders 21 Attention-deficit/hyperactivity disorder (ADHD) 22 Mental illness in organizations 23 Injury 25 Motor vehicle accidents 25 Falls 26 The leader as caregiver - physical or psychological illness or injury of a family member 27 Caregiving 28 Family members in PICU/ICU 28 Family members with chronic illness 29 Family members with dementia 29 Family members with serious mental illness 30 The leader as newly single — divorce or a relationship breakup 31 Divorce 31 Relationship breakup 33 Impact of the leader’s divorce on the organization 33 Conclusion 34 2 Coping with crisis Coping stories - quotations from leaders 39 Defining coping and resilience 40 Coping responses in our studies of leaders 41 Effective strategies for personal well-being 41 Less effective strategies: evidence from Study 1 43 Focus on social support 44 Leader coping strategies: summary 45 Understanding the effects of crisis: Conservation of Resources Theory 45 Leaders under stress: what do we know? 49 The science of effective coping 51 Problem- and emotion-focused coping 52 Problem-focused coping 52 Emotion-focused coping 53 Approach vs. avoidance coping 56 Approach coping 57 Help-seeking and social support 58 Avoidance coping 59
Contents xiii How can leaders cope most effectively? 60 (Frequent) avoidance coping is to be avoided 61 Approach, with (self) care 62 “Organized, flexible, constructive” 63 Haders coping with personal crisis: summary and conclusions 64 3 Deciding to disclose, asking for help 68 Disclosure stories — quotations from leaders 68 Leader disclosure in our research 69 Exploring factors associated with disclosure 70 Exploring the “private person” construct 72 Disclosure in the context of the organization 73 Disclosure ofpersonal information: culture and context 73 Risks and benefits of leader disclosure: perceptions and findings 76 Perceived risks of disclosure 76 “Breaking the rules” 76 Losing status and power 77 Stigma and rejection 78 Causing instability and uncertainty 78 Conclusions about disclosure risks 79 Benefits of disclosure, costs of concealment 79 Social support and stress reduction 79 Strengthened relationships 80 Ability to execute planful responses 82 Considerations for leader disclosure 83 Help-seeking: cultural context and power dynamics 83 Who asks for help? Role ofperceived social costs 85 Perceived costs of help-seeking: perceptions and findings 87 Status loss 87 Social rejection 88 Leader disclosure and help-seeking: summary and conclusions 89 4 The organization’s interpersonal environment Stories ofpsychological safety and trust (or lack thereof) - quotations from leaders 93 The role of interpersonal environment in our studies 94 Psychological safety 94 Trust in peers and the organization 95 Social constraints on disclosure in the organization 95 Hindrance
vs. support by the organization 95 Exploring interpersonal environment and disclosure 96 Exploring interpersonal environment and outcomes 96 93
xlv Contents Importance of organizational culture 97 Theoretical framework: organizational culture and interpersonal resources 99 Building organizational caravan passageways 100 Two distinct functions of resource caravan passageways for leaders in crisis 101 Potentially important features of the interpersonal environmentfor leaders in crisis 102 Psychological safety 103 Trust in peers and the organization 105 Social constraints on disclosure 107 Summary and implications 108 5 Responsibility for leadership: adaptive approaches Daniel’s story 112 Adaptive approaches 113 112 Focusing on work 113 Delegating 115 Developing a personal crisis plan 115 Making use of workplace relationships 116 Net effect of crisis on relationships 118 A “relationship growth benefit?” 119 Workplace friendships 120 Advice to others concerning responsibility for leadership 122 Disclosing crisis 122 Handling leadership responsibilities 123 Conclusion 125 6 Toward a culture of reciprocal care: advice and recommendations Jennifer’s story 127 Generating a culture of reciprocal care 128 Purpose: reciprocal care for all members 128 Creating programs for reciprocal care 130 Personal crisis support 130 Preparation for personal crisis: workshops and training 134 Return-to-work programs 136 Work-life support 137 Work-family policies 137 Work and informal caregiving 138 Organizational support for caregiving during the career-life path 138 Succession planning for illness and death 139 Conclusion 140 127
Contents 7 Leaders in personal crisis: proposals for practice and research XV 143 Recognize that leaders are people first 143 Adaptive leader responses to crisis are flexible, intentional, and self-compassionate 143 Seleđive disclosure and help-seeking can minimize risks and maximize benefits 144 The organization’s interpersonal context is powerful 145 Leader relationships matter and may evolve in aisis 145 Leaders need reciprocal care; wise organizations provide it 146 Personal aspeäs of leadership: a research agenda 146 Investigate different types of leaders, organizations, and stressors 147 Move beyond self-report 147 Apply novel theoretical frameworks 148 Investigate Relationship Growth Benefit (RGB) 148 Investigate the role of psychological safety and trust 149 Research cultures of reciprocal care 149 Develop a theoretical framework 150 Conclusion 150 Appendix A : preliminary study Appendix В : Study 1 method and participant description 153 156 Appendix C: Study 2 method, participant description, and supplementary tables 159 Index 166
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| id | DE-604.BV046829920 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T19:02:12Z |
| institution | BVB |
| isbn | 9780367345648 9780367345655 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032239103 |
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| physical | xxii, 177 Seiten Illustrationen, Diagramme |
| publishDate | 2020 |
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| publishDateSort | 2020 |
| publisher | Routledge, Taylor & Francis Group |
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| series2 | Leadership: research and practice |
| spellingShingle | Hickman, Gill Robinson Knouse, Laura E. When leaders face personal crisis the human side of leadership Führung (DE-588)4018776-7 gnd Persönlichkeitspsychologie (DE-588)4075996-9 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4075996-9 |
| title | When leaders face personal crisis the human side of leadership |
| title_auth | When leaders face personal crisis the human side of leadership |
| title_exact_search | When leaders face personal crisis the human side of leadership |
| title_full | When leaders face personal crisis the human side of leadership Gill Robinson Hickman and Laura E. Knouse |
| title_fullStr | When leaders face personal crisis the human side of leadership Gill Robinson Hickman and Laura E. Knouse |
| title_full_unstemmed | When leaders face personal crisis the human side of leadership Gill Robinson Hickman and Laura E. Knouse |
| title_short | When leaders face personal crisis |
| title_sort | when leaders face personal crisis the human side of leadership |
| title_sub | the human side of leadership |
| topic | Führung (DE-588)4018776-7 gnd Persönlichkeitspsychologie (DE-588)4075996-9 gnd |
| topic_facet | Führung Persönlichkeitspsychologie |
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