Embracing Uncertainty: The Essence of Leadership

Clampitt, Phillip G.; DeKoch, Robert J.

doi:10.4324/9781315291451

Cited by 4 publications

(7 citation statements)

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“…The findings show consistency with the literature on uncertainty, which points out that uncertainty stems from various factors (e.g. Brashers, 2001;Clampitt & DeKoch, 2001;Smithson, 2008). In addition to this, learners' appraisals of uncertainty and emotional responses to it displayed diversity.…”

Section: Discussionsupporting

confidence: 89%

Dinamik Sistem Çerçevesinde Dil Öğreniminde Yaşanılan Belirsizlik Deneyimleri

Dağtaş¹,

Sahinkarakas²

2019

Dinamik Sistem Çerçevesinde Dil Öğreniminde Yaşanılan Belirsizl

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People experience uncertainty in every aspect of life and researchers have investigated the concept in domains of psychology and communication in various contexts such as decision-making, health contexts, business, organizational settings and relational issues. Uncertainty is also a key concept in educational settings as it is unavoidable in life and it is a natural characteristic of learning contexts.Thus, it seems significant to expand our understandings of how students experience uncertainty while language learning. From the complex dynamic systems perspective, language learning is characterized as meaning making and this process of meaning making involves uncertain situations. This study was designed to investigate how language learners experience uncertainty; that is how they appraise uncertainty and how they feel in uncertain situations. As the language classrooms are emergent, selforganizing systems, uncertainty stems from various sources in different forms. In order to find out about language learners' uncertainty experiences multiple data sources were employed. The results revealed that uncertainty was a pervasive experience for language learners. They experienced uncertainty related to the course, cognitive processes, and social factors and they develop positive and negative appreciations of uncertainty.

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Section: Discussionsupporting

confidence: 89%

Dinamik Sistem Çerçevesinde Dil Öğreniminde Yaşanılan Belirsizlik Deneyimleri

Dağtaş¹,

Sahinkarakas²

2019

Dinamik Sistem Çerçevesinde Dil Öğreniminde Yaşanılan Belirsizl

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“…These might include overly formal presentations, authoritarian edicts, and rigid planning processes. [35] Importantly, the most prominent finding of the present study is the positive significant correlation found between Academic nursing educators' satisfaction of their psychological needs, and their feeling of job affective wellbeing, and their tolerance for personal, as well as work environment uncertainty. These positive correlations indicate, the higher satisfaction of psychological needs among academic nursing educators, the higher feeling of job-related affective wellbeing, in turn, the increased their tolerance of personal and work environment uncertainty.…”

Section: Discussionmentioning

confidence: 58%

The relationship between psychological need satisfaction, job affective wellbeing and work uncertainty among the academic nursing educators

Kamel

Hashish

2015

JNEP

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Background: The growing recognition of the connection between employees' wellbeing, working conditions, satisfaction and productivity has increased the requirement for understanding the need for a culture of health, wellbeing and certainty in the workplace. Self-Determination Theory (SDT) posits innate universal psychological needs for autonomy, competence, and relatedness, which imply work climates allowing satisfaction of these needs facilitate work engagement and psychological wellbeing as well as promoting motivation and wellbeing in the work place. Purpose: This research study aims to continue this trend by investigating the relationship between psychological need satisfaction, job affective wellbeing and uncertainty at work among academic nursing educators at the Faculty of Nursing, Alexandria University. Methods: A descriptive correlational design was used. All academic nursing educators who were available and willing to participate at the time of data collection were included (N = 169). Basic Psychological Need Satisfaction at work, Job-Related Affective Wellbeing Scale (JAWS), Personal and Work environment uncertainty scales were used to measure the study variables. Results: The main finding of the study reveals perception of psychological need satisfaction among academic nursing educators is significantly related, and could lead to, higher feeling of job-related affective wellbeing, consequently increasing their tolerance of uncertainty at personal as well as work situations (p < .05). Conclusions and recommendation: A positive and supportive work environment promoting employees' sharing, learning, autonomy, competence, belonging or relatedness and staff interaction should be supported by organizations. Also, identifying organizational obstacles to embracing uncertainty through a training program focuses on building employee uncertainty management skills and, how to use their resources to improve their uncertainty management practices are essential.

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“…Like individuals, organizations also develop different approaches to uncertainty. Clampitt & DeKoch (2016) has found that organizations that embrace uncertainty can create better workplaces and managers in these organizations correctly frame information, inspire attentive decision making, generate synergy and nurture innovation. Those managers are likely to have collaborative responses to uncertainty.…”

Section: Comprehensive and Collective Responsesmentioning

confidence: 99%

“…On the other hand, managers in the organizations which avoid uncertainty may show either bureaucratic or emotional responses. If both organization and managers avoid uncertainty it will result in a Status Quo climate, which dispels surprises (Clampitt & DeKoch, 2016). Then managers will probably stick to organizational processes, procedures, roles, and responsibilities.…”

Section: Comprehensive and Collective Responsesmentioning

confidence: 99%

“…Then managers will probably stick to organizational processes, procedures, roles, and responsibilities. When the organization avoids uncertainty, but the managers embrace it, it will result in a stifling climate in which processes are inefficient, and frustration is high (Clampitt & DeKoch, 2016). Then emotional responses among the managers will be high to cope with uncertainty and protect their positions.…”

Section: Comprehensive and Collective Responsesmentioning

confidence: 99%

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How Do Middle Managers Deal with Uncertainty in the Strategy Process

Duarte¹,

Aktaş²

2022

IJMDM

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Uncertainty is an unavoidable dimension of organizational life, and it is also challenging even for the most competent managers (Pich, Loch, & Meyer, 2002). This thesis examined middle managers' uncertainty responses during the formulation and implementation of the strategy process in three studies.The first study was qualitative and intended to expose the sources of uncertainty, managerial responses, and variables, which are essential for middle managers to cope with uncertainty in the strategy process. Study 1, involving interviews with 22 middle managers in civilian and military organizations, resulted in six sources, including a new classification--International instability and disasters--and five different responses: Collaborative responses, Emotional responses, Cognitive responses, Value-based responses, and Bureaucratic responses. In the second study, we conducted a Multidimensional scaling technique (N=70) to create a taxonomy of perception of managerial uncertainty responses in order to understand the nature of uncertainty in any organization and to help to build new theories. Results indicated six clusters: Protection by Support, Protection by Structure, Protection by Scapegoats, Certainty of Change, Development by Debate, and Development by Change. In the third study, we examined the effects of individual responses to uncertainty and organizational factors on managerial responses using quantitative analysis (N=310). The results showed that organizational-level knowledge sharing has positive effects on managers' desire of change. This study added a new source of uncertainty and five different managerial responses to uncertainty, and revealed that individual-level cognitive uncertainty and desire of change result in bureaucratic and collaborative responses. Additionally, we contend that managers respond to uncertainty v variously, from suppressing to collaboration, either to protect themselves or to act towards a constructive change in the organizations.

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Embracing Uncertainty: The Essence of Leadership

Cited by 4 publications

References 0 publications

Dinamik Sistem Çerçevesinde Dil Öğreniminde Yaşanılan Belirsizlik Deneyimleri

Dinamik Sistem Çerçevesinde Dil Öğreniminde Yaşanılan Belirsizlik Deneyimleri

The relationship between psychological need satisfaction, job affective wellbeing and work uncertainty among the academic nursing educators

How Do Middle Managers Deal with Uncertainty in the Strategy Process

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