UID:
almahu_9949385883502882
Format:
1 online resource (xxii, 177 pages) :
,
illustrations.
ISBN:
9780429326578
,
0429326572
,
9781000042160
,
1000042162
,
100004212X
,
9781000042146
,
1000042146
,
9781000042122
Series Statement:
Leadership: research and practice
Content:
"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"--
Note:
Cover Half Title Series Page Title Page Copyright Page Dedication Page BRIEF CONTENTS CONTENTS Series foreword Preface Acknowledgements Introduction Julia's story Leaders in personal crisis The studies Framework of the book 1 Personal crisis as a stressful life event Steven's story Emily's story The leader as person-in-crisis Effects of different crisis types The leader as bereaved person -- death of a family member Loss of a spouse Loss of a child Bereavement over time The leader as patient -- the leader's own physical or psychological illness or injury Health challenges and daily living Cancer Stroke Heart attack Mental illness Mood disorders: depression Mood disorders: bipolar disorder Anxiety disorders Attention-deficit/hyperactivity disorder (ADHD) Mental illness in organizations Injury Motor vehicle accidents Falls The leader as caregiver -- physical or psychological illness or injury of a family member Caregiving Family members in PICU/ICU Family members with chronic illness Family members with dementia Family members with serious mental illness The leader as newly single -- divorce or a relationship breakup Divorce Relationship breakup Impact of the leader's divorce on the organization Conclusion 2 Coping with crisis Coping stories -- quotations from leaders Defining coping and resilience Coping responses in our studies of leaders Effective strategies for personal well-being Less effective strategies: evidence from Study 1 Focus on social support Leader coping strategies: summary Understanding the effects of crisis: Conservation of Resources Theory Leaders under stress: what do we know? The science of effective coping Problem- and emotion-focused coping Problem-focused coping Emotion-focused coping Approach vs. avoidance coping Approach coping Help-seeking and social support Avoidance coping How can leaders cope most effectively? (Frequent) avoidance coping is to be avoided Approach, with (self) care "Organized, flexible, constructive" Leaders coping with personal crisis: summary and conclusions 3 Deciding to disclose, asking for help Disclosure stories -- quotations from leaders Leader disclosure in our research Exploring factors associated with disclosure Exploring the "private person" construct Disclosure in the context of the organization Disclosure of personal information: culture and context Risks and benefits of leader disclosure: perceptions and findings Perceived risks of disclosure "Breaking the rules" Losing status and power Stigma and rejection Causing instability and uncertainty Conclusions about disclosure risks Benefits of disclosure, costs of concealment Social support and stress reduction Strengthened relationships Ability to execute planful responses Considerations for leader disclosure Help-seeking: cultural context and power dynamics Who asks for help? Role of perceived social costs Perceived costs of help-seeking: perceptions and findings Status loss Social rejection Leader disclosure and help-seeking: summary and conclusions 4 The organization's interpersonal environment Stories of psychological safety and trust (or lack thereof) -- quotations from leaders The role of interpersonal environment in our studies Psychological safety Trust in peers and the organization Social constraints on disclosure in the organization Hindrance vs. support by the organization Exploring interpersonal environment and disclosure Exploring interpersonal environment and outcomes Importance of organizational culture Theoretical framework: organizational culture and interpersonal resources Building organizational caravan passageways Two distinct functions of resource caravan passageways for leaders in crisis Potentially important features of the interpersonal environment for leaders in crisis Psychological safety Trust in peers and the organization Social constraints on disclosure Summary and implications 5 Responsibility for leadership: adaptive approaches Daniel's story Adaptive approaches Focusing on work Delegating Developing a personal crisis plan Making use of workplace relationships Net effect of crisis on relationships A "relationship growth benefit?" Workplace friendships Advice to others concerning responsibility for leadership Disclosing crisis Handling leadership responsibilities Conclusion 6 Toward a culture of reciprocal care: advice and recommendations Jennifer's story Generating a culture of reciprocal care Purpose: reciprocal care for all members Creating programs for reciprocal care Personal crisis support Preparation for personal crisis: workshops and training Return-to-work programs Work-life support Work-family policies Work and informal caregiving Organizational support for caregiving during the career-life path Succession planning for illness and death Conclusion 7 Leaders in personal crisis: proposals for practice and research Recognize that leaders are people first Adaptive leader responses to crisis are flexible, intentional, and self-compassionate Selective disclosure and help-seeking can minimize risks and maximize benefits The organization's interpersonal context is powerful Leader relationships matter and may evolve in crisis Leaders need reciprocal care; wise organizations provide it Personal aspects of leadership: a research agenda Investigate different types of leaders, organizations, and stressors Move beyond self-report Apply novel theoretical frameworks Investigate Relationship Growth Benefit (RGB) Investigate the role of psychological safety and trust Research cultures of reciprocal care Develop a theoretical framework Conclusion Appendix A: preliminary study Appendix B: Study 1 method and participant description Appendix C: Study 2 method, participant description, and supplementary tables Index.
Additional Edition:
Print version: Hickman, Gill Robinson. When leaders face personal crisis. New York : Routledge, 2020 ISBN 9780367345655
Language:
English
Keywords:
Electronic books.
;
Electronic books.
DOI:
10.4324/9780429326578
URL:
https://www.taylorfrancis.com/books/9780429326578
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