Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-78c5997874-ndw9j Total loading time: 0 Render date: 2024-11-09T15:35:22.470Z Has data issue: false hasContentIssue false

4 - Is It Stressful at the Top?

The Demands of Leadership in Times of Stability and Crisis

from Part II - Line Managers

Published online by Cambridge University Press:  23 February 2023

By
Dorian Hartlaub ,
Ilke Inceoglu ,
Alina S. Hernandez Bark  and
Ronit Kark
Edited by
Laurent M. Lapierre  and
Sir Cary Cooper
Laurent M. Lapierre
Affiliation:
University of Ottawa
Sir Cary Cooper
Affiliation:
University of Manchester
Get access

Summary

A textbook on organizational stress and well-being wouldn’t be complete without taking a closer look at the stress and well-being of organizational leaders. Leaders’ physical and psychological health can decline, partly due to the demands of their jobs. However, while the job demands of a leadership position are higher than those of other employees, leaders typically have more access to various types of resources. This provokes the question: Is it stressful at the top? Leaders nowadays generally work in work environments characterized by volatility, uncertainty, complexity, and ambiguity. However, (effective) leadership becomes even more relevant during times of crisis. This chapter therefore compares leader job demands in the non-crisis and the crisis contexts. The chapter concludes by giving some suggestions on how to cope with leaders’ job demands by looking at two potential strategies for leaders to use – mindfulness and the social identity approach.

Keywords

leadershipleader stressjob demandscrisismindfulnesssocial identity theory
Type
Chapter
Information
Organizational Stress and Well-Being , pp. 93 - 122
Publisher: Cambridge University Press
Print publication year: 2023

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Adarves‐Yorno, I., Mahdon, M., Schueltke, L., Koschate‐Reis, M., & Tarrant, M. (2020). Mindfulness and social identity: Predicting well-being in a high-stress environment. Journal of Applied Social Psychology, 50(12), 720–732. https://doi.org/10.1111/jasp.12708Google Scholar
Ali, S. A. M., Said, N. A., Yunus, N. M., Kader, S. F. A., Latif, D. S. A., & Munap, R. (2014). Hackman and Oldham’s job characteristics model to job satisfaction. Procedia – Social and Behavioral Sciences, 129, 46–52. https://doi.org/10.1016/j.sbspro.2014.03.646Google Scholar
Allen, T. D., Merlo, K., Lawrence, R. C., Slutsky, J., & Gray, C. E. (2021). Boundary management and work–nonwork balance while working from home. Applied Psychology, 70(1), 60–84. https://doi.org/10.1111/apps.12300Google Scholar
Alsuraykh, N. H., Wilson, M. L., Tennent, P., & Sharples, S. (2019). How stress and mental workload are connected. Proceedings of the 13th EAI International Conference on Pervasive Computing Technologies for Healthcare, 371–376. https://doi.org/10.1145/3329189.3329235Google Scholar
Arnold, K. A. (2017). Transformational leadership and employee psychological well-being: A review and directions for future research. Journal of Occupational Health Psychology, 22(3), 381–393. https://doi.org/10.1037/ocp0000062Google Scholar
Baer, R. A., Smith, G. T., & Allen, K. B. (2004). Assessment of mindfulness by self-report: The Kentucky inventory of mindfulness skills. Assessment, 11(3), 191–206. https://doi.org/10.1177/1073191104268029Google Scholar
Barling, J., & Cloutier, A. (2017). Leaders’ mental health at work: Empirical, methodological, and policy directions. Journal of Occupational Health Psychology, 22(3), 394–406. https://doi.org/10.1037/ocp0000055Google Scholar
Bartlett, L., Martin, A., Neil, A. L., Memish, K., Otahal, P., Kilpatrick, M., & Sanderson, K. (2019). A systematic review and meta-analysis of workplace mindfulness training randomized controlled trials. Journal of Occupational Health Psychology, 24(1), 108–126. https://doi.org/10.1037/ocp0000146Google Scholar
Bennett, N., & Lemoine, G. J. (2014). What a difference a word makes: Understanding threats to performance in a VUCA world. Business Horizons, 57(3), 311–317. https://doi.org/10.1016/j.bushor.2014.01.001Google Scholar
Bond, F. W., & Bunce, D. (2003). The role of acceptance and job control in mental health, job satisfaction, and work performance. Journal of Applied Psychology, 88(6), 1057–1067. https://doi.org/10.1037/0021-9010.88.6.1057Google Scholar
Boswell, W. R., Olson-Buchanan, J. B., & LePine, M. A. (2004). Relations between stress and work outcomes: The role of felt challenge, job control, and psychological strain. Journal of Vocational Behavior, 64(1), 165–181. https://doi.org/10.1016/S0001-8791(03)00049-6Google Scholar
Brett, J. M., & Stroh, L. K. (2003). Working 61 plus hours a week: Why do managers do it? Journal of Applied Psychology, 88(1), 67–78. https://doi.org/10.1037/0021-9010.88.1.67Google Scholar
Buckley, P. J. (2020). The theory and empirics of the structural reshaping of globalization. Journal of International Business Studies, 51(9), 1580–1592. https://doi.org/10.1057/s41267-020-00355-5Google Scholar
Cavanaugh, M. A., Boswell, W. R., Roehling, M. V., & Boudreau, J. W. (2000). An empirical examination of self-reported work stress among U.S. managers. Journal of Applied Psychology, 85(1), 65–74. https://doi.org/10.1037/0021-9010.85.1.65Google Scholar
Chung-Yan, G. A. (2010). The nonlinear effects of job complexity and autonomy on job satisfaction, turnover, and psychological well-being. Journal of Occupational Health Psychology, 15(3), 237–251. https://doi.org/10.1037/a0019823Google Scholar
Cicero, L., Pierro, A., & Knippenberg, D. V. (2010). Leadership and uncertainty: How role ambiguity affects the relationship between leader group prototypicality and leadership effectiveness. British Journal of Management, 21(2), 411–421. https://doi.org/10.1111/j.1467-8551.2009.00648.xGoogle Scholar
Crawford, E. R., LePine, J. A., & Rich, B. L. (2010). Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test. Journal of Applied Psychology, 95(5), 834–848. https://doi.org/10.1037/a0019364Google Scholar
Cullen, K. L., Gerbasi, A., & Chrobot-Mason, D. (2018). Thriving in central network positions: The role of political skill. Journal of Management, 44(2), 682–706. https://doi.org/10.1177/0149206315571154Google Scholar
Daft, R. L., & Lengel, R. H. (1986). Organizational information requirements, media richness and structural design. Management Science, 32(5), 554–571. https://doi.org/10.1287/mnsc.32.5.554Google Scholar
D’Auria, G., & De Smet, A. (2020, March). Leadership in a crisis: Responding to the coronavirus outbreak and future challenges. https://mck.co/3vilcqEGoogle Scholar
Day, D. V., Sin, H.-P., & Chen, T. T. (2004). Assessing the burdens of leadership: Effects of formal leadership roles on individual performance over time. Personnel Psychology, 57(3), 573–605. https://doi.org/10.1111/j.1744-6570.2004.00001.xGoogle Scholar
De Jonge, J., & Dormann, C. (2006). Stressors, resources, and strain at work: A longitudinal test of the triple-match principle. Journal of Applied Psychology, 91(6), 1359–1374. https://doi.org/10.1037/0021-9010.91.5.1359Google Scholar
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. https://doi.org/10.1037/0021-9010.86.3.499Google Scholar
Demerouti, E., & Nachreiner, F. (2019). Zum Arbeitsanforderungen-Arbeitsressourcen-Modell von Burnout und Arbeitsengagement – Stand der Forschung. Zeitschrift für Arbeitswissenschaft, 73(2), 119–130. https://doi.org/10.1007/s41449-018-0100-4Google Scholar
van Dick, R. (2015). Stress lass nach! Wie Gruppen unser Stresserleben beeinflussen. Springer. https://doi.org/10.1007/978-3-662-46573-8Google Scholar
Dirani, K. M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R. C., Gunasekara, N., Ibrahim, G., & Majzun, Z. (2020). Leadership competencies and the essential role of human resource development in times of crisis: A response to Covid-19 pandemic. Human Resource Development International, 23(4), 380–394. https://doi.org/10.1080/13678868.2020.1780078Google Scholar
Eldridge, C. C., Hampton, D., & Marfell, J. (2020). Communication during crisis. Nursing Management, 51(8), 50–53. https://doi.org/10.1097/01.NUMA.0000688976.29383.dcGoogle Scholar
Ellerman, D. P., & Gonza, T. (2020). Coronavirus crisis: Government aid that also promotes employee ownership. Intereconomics, 55(3), 175–180. https://doi.org/10.1007/s10272-020-0898-9Google Scholar
Fiedler, F. E. (1992). Time-based measures of leadership experience and organizational performance: A review of research and a preliminary model. The Leadership Quarterly, 3(1), 5–23. https://doi.org/10.1016/1048-9843(92)90003-XGoogle Scholar
Fletcher, L., & Hayes, S. C. (2005). Relational frame theory, acceptance and commitment therapy, and a functional analytic definition of mindfulness. Journal of Rational-Emotive & Cognitive-Behavior Therapy, 23(4), 315–336. https://doi.org/10.1007/s10942-005-0017-7Google Scholar
Folkman, S., Lazarus, R. S., Dunkel-Schetter, C., DeLongis, A., & Gruen, R. J. (1986). Dynamics of a stressful encounter: Cognitive appraisal, coping, and encounter outcomes. Journal of Personality and Social Psychology, 50(5), 992–1003. https://doi.org/10.1037/0022-3514.50.5.992Google Scholar
Garland, E. L. (2007). The meaning of mindfulness: A second-order cybernetics of stress, metacognition, and coping. Complementary Health Practice Review, 12(1), 15–30. https://doi.org/10.1177/1533210107301740Google Scholar
Garland, E. L., Gaylord, S. A., & Fredrickson, B. L. (2011). Positive reappraisal mediates the stress-reductive effects of mindfulness: An upward spiral process. Mindfulness, 2(1), 59–67. https://doi.org/10.1007/s12671-011-0043-8Google Scholar
Garst, H., Frese, M., & Molenaar, P. C. M. (2000). The temporal factor of change in stressor–strain relationships: A growth curve model on a longitudinal study in East Germany. Journal of Applied Psychology, 85(3), 417–438. https://doi.org/10.1037/0021-9010.85.3.417Google Scholar
Grebner, S., Elfering, A., & Semmer, N. K. (2010). The success resource model of job stress. In Perrewé, P. L. & Ganster, D. C. (Eds.), Research in Occupational Stress and Well-being (Vol. 8, pp. 61–108). Emerald Group Publishing Limited. https://doi.org/10.1108/S1479-3555(2010)0000008005Google Scholar
Greenaway, K. H., Wright, R. G., Willingham, J., Reynolds, K. J., & Haslam, S. A. (2015). Shared identity is key to effective communication. Personality and Social Psychology Bulletin, 41(2), 171–182. https://doi.org/10.1177/0146167214559709Google Scholar
Gross, J. J., & John, O. P. (2003). Individual differences in two emotion regulation processes: Implications for affect, relationships, and well-being. Journal of Personality and Social Psychology, 85(2), 348–362. https://doi.org/10.1037/0022-3514.85.2.348Google Scholar
Gross, J. J., & Thompson, R. A. (2007). Emotion regulation: Conceptual foundations. In Gross, J. J. (Ed.), Handbook of emotion regulation (pp. 3–24). Guilford Press.Google Scholar
Guo, Y., Kang, H., Shao, B., & Halvorsen, B. (2019). Organizational politics as a blindfold: Employee work engagement is negatively related to supervisor-rated work outcomes when organizational politics is high. Personnel Review, 48(3), 784–798. https://doi.org/10.1108/PR-07-2017-0205Google Scholar
Halbesleben, J. R. B., Harvey, J., & Bolino, M. C. (2009). Too engaged? A conservation of resources view of the relationship between work engagement and work interference with family. Journal of Applied Psychology, 94(6), 1452–1465. https://doi.org/10.1037/a0017595Google Scholar
Haslam, C., Cruwys, T., Haslam, S. A., Dingle, G., & Chang, M. X.-L. (2016). Groups 4 Health: Evidence that a social-identity intervention that builds and strengthens social group membership improves mental health. Journal of Affective Disorders, 194, 188–195. https://doi.org/10.1016/j.jad.2016.01.010Google Scholar
Haslam, S. A., Jetten, J., Postmes, T., & Haslam, C. (2009). Social identity, health and well‐being: An emerging agenda for applied psychology. Applied Psychology, 58(1), 1–23. https://doi.org/10.1111/j.1464-0597.2008.00379.xGoogle Scholar
Haslam, S. A., O’Brien, A., Jetten, J., Vormedal, K., & Penna, S. (2005). Taking the strain: Social identity, social support, and the experience of stress. British Journal of Social Psychology, 44(3), 355–370. https://doi.org/10.1348/014466605X37468Google Scholar
Haslam, S. A., Steffens, N. K., & Peters, K. (2019). The importance of creating and harnessing a sense of “us”: Social identity as the missing link between leadership and health. In Maughan, D., Williams, R., Kemmp, V., Haslam, S. A., Haslam, C., Bhui, K. S., & Bailey, S. (Eds.), Social scaffolding: Applying the lessons of contemporary social science to health and healthcare (pp. 302–311). Cambridge University Press. https://doi.org/10.1017/9781911623069.029Google Scholar
Haslam, S. A., Steffens, N. K., Reicher, S. D., & Bentley, S. V. (2021). Identity leadership in a crisis: A 5R framework for learning from responses to COVID-19. Social Issues and Policy Review, 15(1), 35–83. https://doi.org/10.1111/sipr.12075Google Scholar
Häusser, J. A., Kattenstroth, M., van Dick, R., & Mojzisch, A. (2012). “We” are not stressed: Social identity in groups buffers neuroendocrine stress reactions. Journal of Experimental Social Psychology, 48(4), 973–977. https://doi.org/10.1016/j.jesp.2012.02.020Google Scholar
Hayes, S. C., Luoma, J. B., Bond, F. W., Masuda, A., & Lillis, J. (2006). Acceptance and commitment therapy: Model, processes and outcomes. Behavior Research and Therapy, 44(1), 1–25. https://doi.org/10.1016/j.brat.2005.06.006Google Scholar
Heifetz, R., Grashow, A., & Linsky, M. (2009). Leadership in a (permanent) crisis. Harvard Business Review, 11, 2–7.Google Scholar
Higgins, E. T., Roney, C. J. R., Crowe, E., & Hymes, C. (1994). Ideal versus ought predilections for approach and avoidance distinct self-regulatory systems. Journal of Personality and Social Psychology, 66(2), 276–286. https://doi.org/10.1037/0022-3514.66.2.276Google Scholar
Hogg, M. A., & Vaughan, G. M. (2011). Social psychology (6th ed.). Prentice Hall.Google Scholar
Hu, J., He, W., & Zhou, K. (2020). The mind, the heart, and the leader in times of crisis: How and when COVID-19-triggered mortality salience relates to state anxiety, job engagement, and prosocial behavior. Journal of Applied Psychology, 105(11), 1218–1233. https://doi.org/10.1037/apl0000620Google Scholar
Ilies, R., Dimotakis, N., & De Pater, I. E. (2010). Psychological and physiological reactions to high workloads: Implications for well-being. Personnel Psychology, 63(2), 407–436. https://doi.org/10.1111/j.1744-6570.2010.01175.xGoogle Scholar
Ilies, R., Keeney, J., & Goh, Z. W. (2015). Capitalising on positive work events by sharing them at home: Work–family capitalisation. Applied Psychology, 64(3), 578–598. https://doi.org/10.1111/apps.12022Google Scholar
Inceoglu, I., Arnold, K. A., Leroy, H., Lang, W. B., & Stephan, U. (2021). From microscopic to macroscopic perspectives: The study of leadership and health/well-being. Journal of Occupational Health Psychology, 26(6), 459–468. https://doi.org/10.1037/ocp0000316Google Scholar
Inceoglu, I., Thomas, G., Chu, C., Plans, D., & Gerbasi, A. (2018). Leadership behavior and employee well-being: An integrated review and a future research agenda. The Leadership Quarterly, 29(1), 179–202. https://doi.org/10.1016/j.leaqua.2017.12.006Google Scholar
Jamil, N., & Humphries-Kil, M. (2017). Living and leading in a VUCA world: Response-ability and people of faith. In Nandram, S. S. & Bindlish, P. K. (Eds.), Managing VUCA through integrative self-management (pp. 65–79). Springer International Publishing. https://doi.org/10.1007/978-3-319-52231-9_5Google Scholar
Jetten, J., Haslam, C., Haslam, S. A., Dingle, G., & Jones, J. M. (2014). How groups affect our health and well-being: The path from theory to policy: Groups, health, and well-being. Social Issues and Policy Review, 8(1), 103–130. https://doi.org/10.1111/sipr.12003Google Scholar
Jetten, J., Reicher, S. D., Haslam, S. A., & Cruwys, T. (2020). Together apart: The psychology of COVID-19. SAGE.Google Scholar
Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31(2), 386–408. https://doi.org/10.5465/amr.2006.20208687Google Scholar
Kabat-Zinn, J. (2006). Mindfulness-based interventions in context: Past, present, and future. Clinical Psychology: Science and Practice, 10(2), 144–156. https://doi.org/10.1093/clipsy.bpg016Google Scholar
Kaluza, A. J., Boer, D., Buengeler, C., & van Dick, R. (2020). Leadership behavior and leader self-reported well-being: A review, integration and meta-analytic examination. Work & Stress, 34(1), 34–56. https://doi.org/10.1080/02678373.2019.1617369Google Scholar
Kark, R., & Van Dijk, D. (2019). Keep your head in the clouds and your feet on the ground: A multifocal review of leadership–followership self-regulatory focus. Academy of Management Annals, 13(2), 509–546. https://doi.org/10.5465/annals.2017.0134Google Scholar
Khoury, B., Sharma, M., Rush, S. E., & Fournier, C. (2015). Mindfulness-based stress reduction for healthy individuals: A meta-analysis. Journal of Psychosomatic Research, 78(6), 519–528. https://doi.org/10.1016/j.jpsychores.2015.03.009Google Scholar
Kubicek, B., & Korunka, C. (2015). Does job complexity mitigate the negative effect of emotion-rule dissonance on employee burnout? Work & Stress, 29(4), 379–400. https://doi.org/10.1080/02678373.2015.1074954Google Scholar
Lacerenza, C. N., Reyes, D. L., Marlow, S. L., Joseph, D. L., & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology, 102(12), 1686–1718. https://doi.org/10.1037/apl0000241Google Scholar
Landells, E. M., & Albrecht, S. L. (2017). The positives and negatives of organizational politics: A qualitative study. Journal of Business and Psychology, 32(1), 41–58. https://doi.org/10.1007/s10869-015-9434-5Google Scholar
LePine, J. A., LePine, M. A., & Jackson, C. L. (2004). Challenge and hindrance stress: Relationships with exhaustion, motivation to learn, and learning performance. Journal of Applied Psychology, 89(5), 883–891. https://doi.org/10.1037/0021-9010.89.5.883Google Scholar
Lindsay, E. K., Young, S., Brown, K. W., Smyth, J. M., & Creswell, J. D. (2019). Mindfulness training reduces loneliness and increases social contact in a randomized controlled trial. Proceedings of the National Academy of Sciences, 116(9), 3488–3493. https://doi.org/10.1073/pnas.1813588116Google Scholar
Montano, D., Reeske, A., Franke, F., & Hüffmeier, J. (2017). Leadership, followers’ mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective. Journal of Organizational Behavior, 38(3), 327–350. https://doi.org/10.1002/job.2124Google Scholar
Nurmi, N., & Hinds, P. J. (2016). Job complexity and learning opportunities: A silver lining in the design of global virtual work. Journal of International Business Studies, 47(6), 631–654. https://doi.org/10.1057/jibs.2016.11Google Scholar
Oc, B. (2018). Contextual leadership: A systematic review of how contextual factors shape leadership and its outcomes. The Leadership Quarterly, 29(1), 218–235. https://doi.org/10.1016/j.leaqua.2017.12.004Google Scholar
Parker, S. L., Laurie, K. R., Newton, C. J., & Jimmieson, N. L. (2014). Regulatory focus moderates the relationship between task control and physiological and psychological markers of stress: A work simulation study. International Journal of Psychophysiology, 94(3), 390–398. https://doi.org/10.1016/j.ijpsycho.2014.10.009Google Scholar
Pearson, C. M., & Clair, J. A. (1998). Reframing crisis management. Academy of Management Review, 23(1), 59–76. https://doi.org/10.2307/259099Google Scholar
Peterson, C. N. (2005). How social identity influences social and emotional loneliness. Walden University ScholarWorks. https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=7051&context=dissertationsGoogle Scholar
Powell, A., Piccoli, G., & Ives, B. (2004). Virtual teams: A review of current literature and directions for future research. ACM SIGMIS Database: The DATABASE for Advances in Information Systems, 35(1), 6–36. https://doi.org/10.1145/968464.968467Google Scholar
Reb, J., Allen, T., & Vogus, T. J. (2020). Mindfulness arrives at work: Deepening our understanding of mindfulness in organizations. Organizational Behavior and Human Decision Processes, 159, 1–7. https://doi.org/10.1016/j.obhdp.2020.04.001Google Scholar
Rigotti, T., De Cuyper, N., & Sekiguchi, T. (2020). The corona crisis: What can we learn from earlier studies in applied psychology? Applied Psychology, 69(3), 1–6. https://doi.org/10.1111/apps.12265Google Scholar
Roberson, Q. M., & Stevens, C. K. (2006). Making sense of diversity in the workplace: Organizational justice and language abstraction in employees’ accounts of diversity-related incidents. Journal of Applied Psychology, 91(2), 379–391. https://doi.org/10.1037/0021-9010.91.2.379Google Scholar
Rokach, A. (2014). Leadership and loneliness. International Journal of Leadership and Change, 2(1), 49–58. http://digitalcommons.wku.edu/ijlc/vol2/iss1/6Google Scholar
Rosen, C. C., Chang, C.-H., Johnson, R. E., & Levy, P. E. (2009). Perceptions of the organizational context and psychological contract breach: Assessing competing perspectives. Organizational Behavior and Human Decision Processes, 108(2), 202–217. https://doi.org/10.1016/j.obhdp.2008.07.003Google Scholar
Rosopa, P. J., McIntyre, A. L., Fairbanks, I. N., & D’Souza, K. B. (2019). Core self-evaluations, job complexity, and net worth: An examination of mediating and moderating factors. Personality and Individual Differences, 150, Article 109518. https://doi.org/10.1016/j.paid.2019.109518Google Scholar
Salas, E., Burke, C., Fowlkes, J., & Wilson, K. (2004). Challenges and approaches to understanding Leadership Efficacy in multi-cultural teams. In Kaplan, M. (Ed.), Advances in Human Performance and Cognitive Engineering Research: Volume 4. Cultural Ergonomics (pp. 341–384). Emerald. https://doi.org/10.1016/S1479-3601(03)04012-8Google Scholar
Sanz‐Vergel, A. I., Demerouti, E., Mayo, M., & Moreno‐Jiménez, B. (2011). Work–home interaction and psychological strain: The moderating role of sleep quality. Applied Psychology, 60(2), 210–230. https://doi.org/10.1111/j.1464-0597.2010.00433.xGoogle Scholar
Schmidt, S., Roesler, U., Kusserow, T., & Rau, R. (2014). Uncertainty in the workplace: Examining role ambiguity and role conflict, and their link to depression – a meta-analysis. European Journal of Work and Organizational Psychology, 23(1), 91–106. https://doi.org/10.1080/1359432X.2012.711523Google Scholar
Shoshan, H. N., & Wehrt, W. (2022). Understanding “Zoom fatigue”: A mixed-method approach. Applied Psychology, 71(3), 827–852.Google Scholar
Schulze, J., & Krumm, S. (2017). The “virtual team player”: A review and initial model of knowledge, skills, abilities, and other characteristics for virtual collaboration. Organizational Psychology Review, 7(1), 66–95. https://doi.org/10.1177/2041386616675522Google Scholar
Shaffer, L. S., & Zalewski, J. M. (2011). Career advising in a VUCA environment. NACADA Journal, 31(1), 64–74. https://doi.org/10.12930/0271-9517-31.1.64Google Scholar
Shamir, B., & Howell, J. M. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly, 10(2), 257–283. https://doi.org/10.1016/S1048-9843(99)00014-4Google Scholar
Sherman, G. D., Lee, J. J., Cuddy, A. J. C., Renshon, J., Oveis, C., Gross, J. J., & Lerner, J. S. (2012). Leadership is associated with lower levels of stress. Proceedings of the National Academy of Sciences, 109(44), 17903–17907. https://doi.org/10.1073/pnas.1207042109Google Scholar
Silard, A., & Wright, S. (2020). The price of wearing (or not wearing) the crown: The effects of loneliness on leaders and followers. Leadership, 16(4), 389–410. https://doi.org/10.1177/1742715019893828Google Scholar
Sinha, D., & Sinha, S. (2020). Managing in a VUCA world: Possibilities and pitfalls. Journal of Technology Management for Growing Economies, 11(1), 17–21. https://doi.org/10.15415/jtmge.2020.111003Google Scholar
Smith, M., & Cooper, C. (1994). Leadership and stress. Leadership & Organization Development Journal, 15(2), 3–7. https://doi.org/10.1108/01437739410055290Google Scholar
Srivastava, A., Locke, E. A., Judge, T. A., & Adams, J. W. (2010). Core self-evaluations as causes of satisfaction: The mediating role of seeking task complexity. Journal of Vocational Behavior, 77(2), 255–265. https://doi.org/10.1016/j.jvb.2010.04.008Google Scholar
Stam, D., van Knippenberg, D., Wisse, B., & Nederveen Pieterse, A. (2018). Motivation in words: Promotion- and prevention-oriented leader communication in times of crisis. Journal of Management, 44(7), 2859–2887. https://doi.org/10.1177/0149206316654543Google Scholar
Steffens, N. K., LaRue, C. J., Haslam, C., Walter, Z. C., Cruwys, T., Munt, K. A., … & Tarrant, M. (2021). Social identification-building interventions to improve health: A systematic review and meta-analysis. Health Psychology Review, 15(1), 85–112.Google Scholar
Steffens, N. K., Haslam, S. A., Reicher, S. D., Platow, M. J., Fransen, K., Yang, J., Ryan, M. K., Jetten, J., Peters, K., & Boen, F. (2014). Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model. The Leadership Quarterly, 25(5), 1001–1024. https://doi.org/10.1016/j.leaqua.2014.05.002Google Scholar
Szostek, D. (2019). The impact of the quality of interpersonal relationships between Employees on counterproductive work behavior: A study of employees in Poland. Sustainability, 11(21), 5916. https://doi.org/10.3390/su11215916Google Scholar
Shockley, K. M., Gabriel, A. S., Robertson, D., Rosen, C. C., Chawla, N., Ganster, M. L., & Ezerins, M. E. (2021). The fatiguing effects of camera use in virtual meetings: A within-person field experiment. Journal of Applied Psychology, 106(8), 1137–1155. https://doi.org/10.1037/apl0000948Google Scholar
Shockley, K. M., Clark, M. A., Dodd, H., & King, E. B. (2020). Work–family strategies during COVID-19: Examining gender dynamics among dual-earner couples with young children. Journal of Applied Psychology. Advance online publication. http://doi.org/10.1037/apl0000857Google Scholar
Sonnentag, S., & Fritz, C. (2015). Recovery from job stress: The stressor‐detachment model as an integrative framework. Journal of Organizational behavior, 36(S1), S72–S103.Google Scholar
Tomlinson, E. R., Yousaf, O., Vittersø, A. D., & Jones, L. (2018). Dispositional mindfulness and psychological health: A systematic review. Mindfulness, 9(1), 23–43. https://doi.org/10.1007/s12671-017-0762-6Google Scholar
Troy, A. S., Shallcross, A. J., Davis, T. S., & Mauss, I. B. (2013). History of mindfulness-based cognitive therapy is associated with increased cognitive reappraisal ability. Mindfulness, 4(3), 213–222. https://doi.org/10.1007/s12671-012-0114-5Google Scholar
Van Vugt, M., Hogan, R., & Kaiser, R. B. (2008). Leadership, followership, and evolution: Some lessons from the past. American Psychologist, 63(3), 182–196. https://doi.org/10.1037/0003-066X.63.3.182Google Scholar
Wall, T. D., Corbett, J. M., Martin, R., Clegg, C. W., & Jackson, P. R. (1990). Advanced manufacturing technology, work design, and performance: A change study. Journal of Applied Psychology, 75(6), 691–697. https://doi.org/10.1037/0021-9010.75.6.691Google Scholar
Waller, R. E., Lemoine, P. A., Mense, E. G., Garretson, C. J., & Richardson, M. D. (2019). Global higher education in a VUCA world: Concerns and projections. Journal of Education and Development, 3(2), 73. https://doi.org/10.20849/jed.v3i2.613Google Scholar
Wan, M., Zivnuska, S., & Valle, M. (2020). Examining mindfulness and its relationship to unethical behaviors. Management Research Review, 43(12). https://doi.org/10.1108/MRR-01-2020-0035Google Scholar
Warr, P. (2007). Searching for happiness at work. The Psychologist, 20(12), 726–729.Google Scholar
Warr, P., & Inceoglu, I. (2018). Work orientations, well-being and job content of self-employed and employed professionals. Work, Employment and Society, 32(2), 292-311.Google Scholar
Wise, J. (2020). GPs call for cut in red tape to manage aftermath of Covid-19. BMJ. https://doi.org/10.1136/bmj.m2729Google Scholar
Wood, S. J., Michaelides, G., Inceoglu, I., Hurren, E. T., Daniels, K., & Niven, K. (2021). Homeworking, well-being and the Covid-19 pandemic: A diary study. International Journal of Environmental Research and Public Health, 18(14), 7575.Google Scholar
Zulfadil, , Hendriani, S., & Machasin, . (2020). The influence of emotional intelligence on team performance through knowledge sharing, team conflict, and the structure mechanism. Journal of Management Development, 39(3), 269–292. https://doi.org/10.1108/JMD-12-2018-0354Google Scholar
Zumaeta, J. (2019). Lonely at the top: How do senior leaders navigate the need to belong? Journal of Leadership & Organizational Studies, 26(1), 111–135. https://doi.org/10.1177/1548051818774548Google Scholar
Zwingmann, I., Wolf, S., & Richter, P. (2016). Every light has its shadow: A longitudinal study of transformational leadership and leaders’ emotional exhaustion: Every light has its shadow. Journal of Applied Social Psychology, 46(1), 19–33. https://doi.org/10.1111/jasp.12352Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×