Leadership in Extreme Conditions and Under Severe Stress: Case Study Analysis

Rosinha, António Palma; Matias, Luís José Sameiro; Souza, Marcos Aguiar de

doi:10.1007/978-3-319-55059-6_6

Cited by 7 publications

(8 citation statements)

References 11 publications

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“…Hardiness represents the inherent ability of people to manage stressful situations and turn stressful situations from potential disasters into opportunities for growth [26]. Hardiness is considered to be a stable personality characteristic over time [27] and is positively related to other personality traits that are anticipated to serve as protective factors against stress [28]. Considering the adverse living and operational conditions that soldiers have to endure during military training, such as stress, fatigue, anxiety, and fears [28,29], hardiness has been identified as one of the individual characteristics that can minimize the impact of these stressors among soldiers [30].…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

The Relationship between Psychological Hardiness and Military Performance by Reservists: A Moderation Effect of Perceived Stress and Resilience

2023

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The purpose of this study is to evaluate the effect of hardiness on the perceived military performance of reservists, i.e., young people who have full-time jobs in a civilian sector and perform military training as a part of their civic duty. We proposed the conceptual model with conditional indirect effects of the hardiness on personal military performance, where mediated moderation effects are observed from personality traits and variables important for military service: team cohesion, perceived stress, and psychological resilience. The final dataset was comprised of 384 self-reported paper–pencil questionnaires filled out by reserve soldiers, and PROCESS Macro 3.5 Model 7 and Model 14 were used for the analysis. The results revealed that perceived stress (Model 1) and psychological resilience (Model 2) have a statistically significant moderate mediating effect on the interlink between hardiness and performance when personality traits and team cohesion are taken into consideration. The change in R2 is statistically significant and explains how perceived stress and psychological resilience affect individuals. When psychological hardiness is low, the level of perceived stress has a statistically significant moderating effect, i.e., it reduces the effect of hardiness on performance. When comparing the effects of perceived stress and psychological resilience, the latter has a stronger moderating effect on performance. Specifically, the moderating effect of resilience was more evident in Model 2 (66.9% variance, r = 0.818) for the military performance of the reservists than the perceived stress in Model 1 (52.5% variance, r = 0.724). This means that resilience increases the accountability of Model 2 compared to Model 1 by 14.4%. We conclude that resilience training could statistically significantly increase the military performance of reserve soldiers as a tactical population.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

The Relationship between Psychological Hardiness and Military Performance by Reservists: A Moderation Effect of Perceived Stress and Resilience

2023

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“…Others studies have placed leadership at the centre of effective employee stress management during a pandemic crisis, particularly in the contexts of authentic (Sultana et al, 2020), pain management (Gallagher, 2020), responsible and inclusive leadership styles (Mehta et al, 2020), among others. The integration of leadership quality in mediating employee stress during COVID-19 is thus advancing the stress literature (Rosinha et al, 2017). To expand the research further, this study investigates how compassionate managerial leadership mechanics can help to reduce and minimise employee stress in the current crisis.…”

Section: Introductionmentioning

confidence: 99%

“…The relationship between extreme environmental conditions and rising employee stress levels is attracting increased scholarly attention. This is due to the current COVID-19 pandemic crisis, which, aside from destabilising the workplace (WHO, 2020a, b), is also reinforcing (more than ever) the need for more effective leadership in work settings (Rosinha et al, 2017). While a few studies have employed a number of leadership styles (including authentic, pain management, responsible and inclusive) as possible means of mitigating work-related stress (Gallagher, 2020;Mehta et al, 2020), no study has (to the authors' knowledge) explored the imperative of a compassionate managerial leadership style in reducing employee stress levels, which often intensify during extreme situations, such as a pandemic crisis.…”

Section: Introductionmentioning

confidence: 99%

Exploring compassionate managerial leadership style in reducing employee stress level during COVID-19 crisis: the case of Nigeria

Oruh

Mordi

Dibia

et al. 2021

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PurposeThis study explores how compassionate managerial leadership style can help to mitigate workplace stressors and alleviate stress experiences among employees — particularly in an extreme situation, such as the current global COVID-19 pandemic. The study's context is Nigeria's banking, manufacturing and healthcare sectors, which have a history of high employee stress levels.Design/methodology/approachUsing a qualitative, interpretive methodology, the study adopts the thematic analysis process (TAP) to draw and analyse data from semi-structured telephone interviews with 10 banking, 11 manufacturing and 9 frontline healthcare workers in Nigeria.FindingsIt was found that a compassionate managerial leadership can drive a considerate response to employees' “fear of job (in)security”, “healthcare risk” and concerns about “work overload, underpayment and delayed payment”, which respondents considered to be some of the key causes of increased stress among employees during the current COVID-19 pandemic.Research limitations/implicationsThe study is limited to exploring the relationship between compassionate managerial leadership and an organisation's ability to manage employee stress in the COVID-19 situation, using 30 samples from organisations operating in three Nigerian cities and sectors. Future studies may involve more Nigerian cities, sectors and samples. It may also possibly include quantitative combination to allow generalisation of findings.Practical implicationsIn order to survive in extreme situations, such as the COVID-19 pandemic, organisations are forced to take drastic and often managerialist-driven work measures which can trigger high stress levels, low productivity and absenteeism among employees. Hence, organisations would benefit from implementing compassion-driven policies that are more inclusive and responsive to the workplace stressors facing employees.Originality/valueEmployee stress has been widely explored in many areas, including definitions, stressors, strains, possible interventions and coping strategies. There remains, however, a dearth of scholarship on how management-leadership compassion can help to reduce employee stress levels in extreme conditions, such as the COVID-19 pandemic — particularly in emerging economies.

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“…Many organizations adopt a transformational leadership style during a crisis; leaders' effectiveness relies on adaptability based on the organization's situation (10) . Employee performance and emotions during a crisis have been studied and reported by a previously published article (11) , and it has been clear that appropriate employee engagement impacts improving organizational outcomes.…”

Section: Resultsmentioning

confidence: 99%

Role of Strategic Leaders in Unexpected Healthcare Crisis Management

Paul

2024

MRAJ

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Objective: This study aims to explore the roles of strategic leaders in business concerns and how they maintain sustainability in business during an unexpected crisis like the COVID-19 pandemic. The present study investigated the effects of the COVID-19 pandemic crisis on the healthcare industry, organizational performance, and various leadership strategies to overcome such a crisis. Methods: Hospital leaders frequently face new challenges, especially in a healthcare crisis like a pandemic, which may be beyond the scope of the current leadership practices. Additional unavoidable responsibilities may arise, affecting employees' productivity, emotions, adaptability, and leadership styles in a crisis. Result: Transformational leadership is identified as suitable for leaders in a crisis to motivate employees and introduce rapid changes to maintain sustainability. Employee engagement, motivation, innovation, creativity, and many more are critical for a business's survival in a crisis. Transformational leaders are active and utilize different tactics to formulate and implement decisions, provide motivation, promote innovation, display the significance of supporting the organization, and strengthen employee engagement. Conclusion: Influential leaders have roles ranging from routine management activities to handling extra-work roles such as strategy formulation, technology expert, coach, mentor, entrepreneur, etc. Swift changes in leadership styles are necessary to accommodate such rapid changes brought by crises in the healthcare sector for work situations.

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Leadership in Extreme Conditions and Under Severe Stress: Case Study Analysis

Cited by 7 publications

References 11 publications

The Relationship between Psychological Hardiness and Military Performance by Reservists: A Moderation Effect of Perceived Stress and Resilience

The Relationship between Psychological Hardiness and Military Performance by Reservists: A Moderation Effect of Perceived Stress and Resilience

Exploring compassionate managerial leadership style in reducing employee stress level during COVID-19 crisis: the case of Nigeria

Role of Strategic Leaders in Unexpected Healthcare Crisis Management

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