“Grace Under Pressure”: How CEOs Use Serious Leisure to Cope With the Demands of Their Job

Bunea, Emilia-Mihaela

doi:10.3389/fpsyg.2020.01453

Cited by 9 publications

(21 citation statements)

References 76 publications

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“…As a result, serious leisure engagement can potentially contribute to creating a joyful and meaningful life (Iwasaki, 2007). Furthermore, serious leisure can be a type of coping strategy for people who are under huge pressure of the overwhelming demands of their job (Bunea, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Information activities in serious leisure as a catalyst for self-actualisation and social engagement

Mansourian

2021

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PurposeThis paper reports findings from a research project about human information behaviour in the context of serious leisure. Various forms of information activities in this context have been identified and categorised to depict common patterns of information seeking, sharing, using and producing.Design/methodology/approachThe project adopted a qualitative approach in an interpretive paradigm using a thematic analysis method. Data-collection technique was semi-structured interview and 20 volunteers were recruited via a maximum variation sampling strategy. The collected data was transcribed and thematically analysed to identify the main concepts and categories.FindingsThe participants have been experiencing six qualities of serious leisure during their long-term engagement with their hobbies or voluntary jobs and their experiences can be fully mapped onto the serious leisure perspective. The findings also confirmed serious leisure is a unique context in terms of the diversity of information activities embedded into a wide range of individual and collective actions in this context. Information seeking and sharing in serious leisure is not only a source of personal satisfaction for the participants, it also can provide them with a sense of purpose in a meaningful journey towards self-actualization and social inclusion.Research limitations/implicationsThe generalisability of the findings needs to be examined in wider populations. Nonetheless, the existing findings can be useful for follow-up research in the area.Practical implicationsThis study will be useful in both policy and practice levels. In the policy level, it will be beneficial for cultural policy makers to gain a better understanding about the nature of leisure activities. In the practice level, it will be helpful for serious leisure participants to understand the value of information seeking and sharing in their leisure endeavours. Also, information professionals can use it to enhance the quality of their services for the serious leisure participants who are usually among devoted patrons of libraries, museums, archives and galleries.Social implicationsLearning about serious leisure can provide new insights on people preferences in terms of choosing different entertaining and recreational pursuits – such as indoor and outdoor hobbies – in their free time.Originality/valueThe informational aspects of serious leisure is an emerging and evolving ground of research. This paper provides empirical evidence on this topic from a specific context in the regional areas in Australia.

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Section: Literature Reviewmentioning

confidence: 99%

Information activities in serious leisure as a catalyst for self-actualisation and social engagement

Mansourian

2021

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“…Reflecting this complexity regarding leaders' wellbeing, COR theory can also explain how resource investment may have adverse consequences. As noted by Bunea's (2020) research, leadership at work can be all-consuming meaning that leaders may underinvest in other domains of life from which to generate resources from (e.g. social/family support, hobbies and interests).…”

Section: Challenges At Workmentioning

confidence: 99%

“…Supporting this result, in one sample, C-suite members (e.g., chief executive officers [CEOs]) reported poorer well-being compared with their employees in the wake of the COVID-19 pandemic, which is likely because of the additional difficulties of managing a business while working from home in lockdowns (Oracle, 2020). In addition, qualitative research based on interviews with CEOs of large companies found several key themes relating to the job demands of being a senior leader (Bunea, 2020). The leaders interviewed reported that their jobs were all-consuming, meaning that they struggled to detach themselves from their work and felt a risk of losing themselves in the job.…”

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confidence: 99%

Differences and similarities between leaders and nonleaders on psychological distress, well-being, and challenges at work.

Wallis¹,

Robertson²,

Bloore³

et al. 2021

Consulting Psychology Journal: Practice and Research

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“…Chief Executive Officers) reported poorer wellbeing compared to their employees in the wake of the COVID-19 pandemic in one sample, likely due to the additional difficulties of managing a business while working from home in lockdowns (Oracle, 2020). In addition, qualitative research based on interviews with CEOs of large companies found several key themes relating to the job demands of being a senior leader (Bunea, 2020). The leaders interviewed reported that their job was all-consuming, meaning that they struggled to detach themselves from their work and felt a risk of losing themselves in the job.…”

mentioning

confidence: 99%

“…Reflecting this complexity regarding leaders' wellbeing, COR theory can also explain how resource investment may have negative consequences. As noted by Bunea's (2020) research, leadership at work can be all-consuming meaning that leaders may underinvest in other domains of life from which to generate resources from (e.g. social/family support, hobbies and interests).…”

mentioning

confidence: 99%

Differences and Similarities between Leaders and Non-Leaders on Psychological Distress, Wellbeing and Challenges at Work

Wallis¹

2021

Preprint

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In this paper, we examined differences and similarities in wellbeing, mental health, stress, resilience, and perceptions of organisational support and climate between groups of senior leaders, team leaders, and team members across New Zealand (N = 4,215). Results indicated that non-leaders (team members) reported greater stress from non-work life challenges, lower resilience, lower wellbeing, poorer mental health, and more negative perceptions of their organisational support and climate compared to team leaders and senior leaders. Team leaders and senior leaders reported greater stress from work-related challenges (work demands and poor peer support) and lower satisfaction with their work life balance. Mediation analysis found that work factors and resilience significantly mediated the relationship between leadership status (leader versus non leader) and psychological distress and flourishing. Findings support the necessity for targeted interventions for different groups within organisational hierarchies. Further, they emphasise the need for proactive and multi-level approaches to building workplace wellbeing to foster wellbeing in all employees regardless of their leadership status. We make recommendations for organisations to achieve these goals and build psychologically healthy and thriving workplaces.

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“Grace Under Pressure”: How CEOs Use Serious Leisure to Cope With the Demands of Their Job

Cited by 9 publications

References 76 publications

Information activities in serious leisure as a catalyst for self-actualisation and social engagement

Information activities in serious leisure as a catalyst for self-actualisation and social engagement

Differences and similarities between leaders and nonleaders on psychological distress, well-being, and challenges at work.

Differences and Similarities between Leaders and Non-Leaders on Psychological Distress, Wellbeing and Challenges at Work

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