Does Compassion Matter in Leadership? A Two‐Stage Sequential Equal Status Mixed Method Exploratory Study of Compassionate Leader Behavior and Connections to Performance in Human Resource Development

Shuck, Brad; Alagaraja, Meera; Immekus, Jason C.; Cumberland, Denise M.; Honeycutt‐Elliott, Maryanne

doi:10.1002/hrdq.21369

Cited by 55 publications

(77 citation statements)

References 80 publications

(125 reference statements)

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“…Non-reactivity and acting with awareness also acted as important bridge nodes between protective and maladaptive factors. Regarding compassion, despite its important role in various fields of human activity, from health (Cochrane et al 2019) to education (Al-Ghabban 2018) and business (Shuck et al 2019), very little research to date has investigated its role in emotional well-being and as a potential protective factor against psychopathology. Compassion is oriented to improve the welfare of other human beings and entails an attitude toward others focused on understanding, caring, and helping them, particularly when they are perceived to be suffering and to be in need (Sprecher and Fehr 2005).…”

Section: Discussionmentioning

confidence: 99%

“…Apart from MBIs, the importance of compassion has also been acknowledged in various other fields of human activity, ranging from health services (Cochrane et al 2019), to education (Al-Ghabban 2018), leadership (Shuck et al 2019), and social policy (Finkel 2019). For example, Compassion in Practice is a policy introduced in the UK to promote a culture of compassionate practice in the healthcare system, involving compassionate relationships among doctors, nurses, patients, and health managers (Ling et al 2020).…”

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confidence: 99%

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Network Analysis of Mindfulness Facets, Affect, Compassion, and Distress

et al. 2020

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Objectives Mindfulness, positive affect, and compassion may protect against psychological distress but there is lack of understanding about the ways in which these factors are linked to mental health. Network analysis is a statistical method used to investigate complex associations among constructs in a single network and is particularly suitable for this purpose. The aim of this study was to explore how mindfulness facets, affect, and compassion were linked to psychological distress using network analysis. Methods The sample (n = 400) included equal numbers from general and student populations who completed measures of five mindfulness facets, compassion, positive and negative affect, depression, anxiety, and stress. Network analysis was used to explore the direct associations between these variables. Results Compassion was directly related to positive affect, which in turn was strongly and inversely related to depression and positively related to the observing and describing facets of mindfulness. The non-judgment facet of mindfulness was strongly and inversely related to negative affect, anxiety, and depression, while non-reactivity and acting with awareness were inversely associated with stress and anxiety, respectively. Strong associations were found between all distress variables. Conclusions The present network analysis highlights the strong link between compassion and positive affect and suggests that observing and describing the world through the lens of compassion may enhance resilience to depression. Taking a non-judging and non-reacting stance toward internal experience while acting with awareness may protect against psychological distress. Applicability of these findings can be examined in experimental studies aiming to prevent distress and enhance psychological well-being.

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Section: Discussionmentioning

confidence: 99%

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confidence: 99%

Network Analysis of Mindfulness Facets, Affect, Compassion, and Distress

et al. 2020

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Section: Representations Of Leader-facilitated Emotion Management In Hrdmentioning

confidence: 99%

“…The newer topic of compassionate leadership, introduced by Shuck et al (2019), includes components related to emotion management. Shuck et al (2019) interviewed 22 leaders about their experiences leading with compassion. Based on these interviews, the researchers identified six themes surrounding the compassionate behavior of these leaders: (a) integrity, (b) accountability, (c) presence, (d) empathy, (e) authenticity, and (f) dignity.…”

Section: Representations Of Leader-facilitated Emotion Management In Hrdmentioning

confidence: 99%

Developing Employee Resilience: The Role of Leader-Facilitated Emotion Management

Richard

2020

Advances in Developing Human Resources

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The Problem To create resilient organizations, Human Resource Development (HRD) must foster the conditions (both internal and external to the employee) that enable learning and development in the face of adversity. Yet the experience of adversity produces intense negative emotions that threaten learning and development. Resilience building programs typically focus on building resources internal to the worker (e.g., self-efficacy, optimism) as a means of buffering against the negative effects of future stressors, but considerably less focus is placed on supporting others in their attempts to cope. Additionally, the role of leadership in promoting follower resilience has received limited attention. The Solution This article begins by summarizing the role of emotion and emotion regulation in recent literature on employee resilience. Toward that goal, a literature search was conducted for reviews and theoretical models of employee resilience published in peer-reviewed journals over the past 10 years. Next, emerging scholarship on interpersonal emotion management (IEM) is introduced, with a focus on its application in work and leadership contexts. The argument is made that leaders are in a unique position to promote resilience in their followers, through the promotion of positive emotional states and through the mitigation of the negative emotional states that accompany adversity. As such, developing IEM skills in both resilience training and leadership development programs should increase employee resilience. The Stakeholders Leaders, scholars, and HRD professionals interested in promoting employee resilience and developing effective leaders will benefit from this application of interpersonal emotion management concepts to the topic of employee resilience.

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“…In those situations, perhaps we can draw from Lilius et al’s work around compassion. I (Brad) recently offered a model of compassion applicable to the workplace, where experiences – not behaviors – of dignity, presence, authenticity, and integrity were central focal features (Shuck, Alagaraja, Immekus, Honeycutt, & Cumberland, ). Our team focused on experiences because so often behaviors can feel mechanical and what we need more than anything when grieving are people showing up in spaces where life is in abundance.…”

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confidence: 99%