Leaders’ resilience - A systematic literature review and future research agenda

Foerster, Charlotte; Duchek, Stephanie

doi:10.5465/ambpp.2018.212

Cited by 11 publications

(6 citation statements)

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“…This includes the capacity to rebound from setbacks and disruptions as well as to deal successfully with less than adequate employment environments while being aware that these inadequacies exist. Authors in the field of leadership development (Foerster & Duchek, 2018) state that traits such as sense of control and Orientation: Psychological resources are the factors that appear to have a significant impact on how leaders adapt to adversity and remain resilient. Positive affect and mindfulness are the psychological resources that positively relate to the levels of resilience of women leaders in higher education institutions.…”

Section: Introductionmentioning

confidence: 99%

Positive affect and mindfulness as predictors of resilience amongst women leaders in higher education institutions

Pillay

2020

SA j. hum. resour. manag.

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Orientation: Psychological resources are the factors that appear to have a significant impact on how leaders adapt to adversity and remain resilient. Positive affect and mindfulness are the psychological resources that positively relate to the levels of resilience of women leaders in higher education institutions.Research purpose: The purpose of this study was to investigate the effect of positive affect and mindfulness on the levels of resilience of women leaders in higher education institutions in South Africa.Motivation for the study: Identifying the internal resources women leaders use to facilitate resilience will allow higher education institutions to prioritise these resources in leadership support programmes to assist these women leaders.Research approach/design and method: A cross-sectional survey design was used to collect data in a purposive sample of n = 255 women leaders in four South African higher education institutions. Pearson’s correlation analyses, multiple regression analyses and mediation analysis were used to analyse the data.Main findings: Findings indicated that positive affect and mindfulness were found to be significant predictors of resilience. Additionally, mindfulness was found to be a partial mediator in the relationship between positive affect and resilience.Practical/managerial implications: Higher education institutions can assist women leaders by investing in psychological resources such as mindfulness and positive affect to enhance the levels of resilience.Contribution/value-add: This study contributes to the limited research on the role of internal resources to enhance resilience in a workplace setting and more specifically amongst women leaders.

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Section: Introductionmentioning

confidence: 99%

Positive affect and mindfulness as predictors of resilience amongst women leaders in higher education institutions

Pillay

2020

SA j. hum. resour. manag.

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“…, 2019). The ongoing COVID-19 crisis, the current forces calling for racial justice, equity and inclusion and the likelihood of future “black swan” events suggest that leaders will be called upon to demonstrate a unique set of competencies such as foresight, cognitive complexity via navigation across mental models, scenario planning, environmental scanning and resilience (Singhal, 2021; Ey, 2021; Day and Schoemaker, 2019; Foerster and Duchek, 2018). These factors strongly suggest that leadership and organization development scholars need a new model for understanding effective leadership in this new work context (Barley et al.…”

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confidence: 99%

“…Among the many factors driving complexity and uncertainty across industries include the digital transformation, acceleration of artificial intelligence (AI), dramatic workforce demographic shifts and fundamental restructuring of organizations (Levy et al, 2020;Schroth, 2019;Shrestha et al, 2019). The ongoing COVID-19 crisis, the current forces calling for racial justice, equity and inclusion and the likelihood of future "black swan" events suggest that leaders will be called upon to demonstrate a unique set of competencies such as foresight, cognitive complexity via navigation across mental models, scenario planning, environmental scanning and resilience (Singhal, 2021;Ey, 2021;Day and Schoemaker, 2019;Foerster and Duchek, 2018). These factors strongly suggest that leadership and organization development scholars need a new model for understanding LODJ 43,6 978 The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/0143-7739.htm effective leadership in this new work context (Barley et al, 2017;Heaphy et al, 2018).…”

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confidence: 99%

Developing a leadership potential model for the new era of work and organizations

Groves

Feyerherm

2022

LODJ

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PurposeUnprecedented transformations to the nature of work and organizations are compelling leadership and organization development scholars and practitioners to reexamine the relevance and utility existing models of leadership potential. While there exist several published leadership potential models, the range and intensity of environmental forces fundamentally changing the nature of work and organizations demands a revision of leadership potential. The purpose of this study is to develop a leadership potential model that reflects the current and emerging nature of work and leadership challenges while also providing organizations a practical tool for talent review processes, succession planning and leadership development practices.Design/methodology/approachThis article presents a field study consisting of semistructured interviews with 45 leaders engaged in a highly complex, volatile and uncertain industry: US healthcare.FindingsOur results illustrate a dynamic two-dimensional model of leadership potential that comprises both cognitive (analytical aptitude and learning agility) and behavioral (people savvy and leadership capability) competencies operating across micro- and macro-levels of influence.Practical implicationsThe article concludes with a series of recommendations for how leadership and organization development professionals, executive teams and boards may utilize the model for leader assessment and selection practices, talent review and succession planning and talent development initiatives.Originality/valueThe proposed model of leadership potential offers several advancements to the field's existing theoretical frameworks. The proposed model highlights the criticality of competencies aligned with the changing nature of work, including collaboration skills, divergent thinking, environmental scanning and evaluating data in ambiguous contexts. The model diverges from the existing theory by establishing leader drive as a motivation to serve others and initiate sustainable changes in business operations.

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“…Our data analysis draws on the qualitative content analysis approach (Miles and Huberman 1994) and involves both inductive and deductive elements. Since research on both health care leaders' and leaders' resilience in general is limited (Foerster and Duchek 2018) but the context-dependency of the resilience construct is high (e.g., Fletcher and Sarkar 2013;Kossek and Perrigino 2016), we decided to rely for our research on one of the few approaches that systematically try to understand the influencing factors of leaders' resilience, namely the framework of leaders' resilience by Foerster and Duchek (2017). Based on Cooper et al's (2013) workplace resilience framework, the authors deductively derived three main categories of leaders' resilience factors: individual, situational, and behavioral.…”

Section: Discussionmentioning

confidence: 99%

Developing an integrated framework of healthcare leaders’ resilience

Förster

Duchek

Geithner³

et al. 2022

Rev Manag Sci

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Healthcare institutions have been under pressure for years now, climaxing in the COVID-19 crisis. Even if they are not operating at a trouble spot of the current COVID-19 pandemic, healthcare leaders need to be highly resilient to remain effective as well as staying healthy themselves. The purpose of this study is to shed light on healthcare leaders’ challenges and, more important, their specific resilience factors. By doing so, we can expand the knowledge of this fragmented research field and deliver an integrated framework that has so far been lacking. We conducted 20 in-depth interviews with healthcare leaders. More precisely, 35% (7) of our interviewees were physicians, 55% (11) worked in nursing, and 10% (2) were nonclinical professionals, with 50% (10) of our participants working in upper, 40% (8) in middle, and 10% (2) in lower leadership positions. Based on a qualitative content analysis approach, we identified main healthcare leaders’ challenges as well as crucial resilience factors (i.e., individual, situational, and behavioral factors). By integrating insights from contemporary leadership and work-related resilience research, we were able to develop an integrated framework of healthcare leaders’ resilience. Considering resilience as a context-dependent construct, we are contributing to the resilience and healthcare literature by investigating the specialty of healthcare leaders’ resilience. This study is contributing to the future development of resilience interventions in healthcare organizations that might help not only healthcare leaders to better cope with critical situations but also promote resilience development among their followers and organizations.

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Leaders’ resilience - A systematic literature review and future research agenda

Cited by 11 publications

References 0 publications

Positive affect and mindfulness as predictors of resilience amongst women leaders in higher education institutions

Positive affect and mindfulness as predictors of resilience amongst women leaders in higher education institutions

Developing a leadership potential model for the new era of work and organizations

Developing an integrated framework of healthcare leaders’ resilience

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