Organizational anxiety: applying psychological concepts into organizational theory

Baruch, Yehuda; Lambert, Rod

doi:10.1108/02683940710721956

Cited by 29 publications

(31 citation statements)

References 57 publications

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“…Anxiety can have acute psychological repercussions, which may include hypersensitivity and chronic worrying (Kennerley, 1995), as well as a decreased capacity for concentration, memory, perception, appetite, and sleep (Baruch & Lambert, 2007). This diverse range of behaviors, which are impacted by a person's anxiety, can lead to physiological and/or psychological disruption in the workplace.…”

Section: Anxiety and Depressionmentioning

confidence: 99%

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The role of mindfulness and psychological capital on the well-being of leaders.

Roche

Haar

Luthans

2014

Journal of Occupational Health Psychology

310

257

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In today’s highly competitive and extremely complex global economy, organizational leaders at all levels are facing unprecedented challenges. Yet, some seem to be handling the pressure better than others. Utilizing 4 samples of CEOs/presidents/top (n = 205), middle (n = 183), and junior (n = 202) managers, as well as 107 entrepreneurs, using Structural Equation Modeling we tested the direct effect that their level of mindfulness (heightened awareness) and the mediating effect of their psychological capital (i.e., hope, efficacy, resilience, and optimism) may have on their mental well-being. In all 4 samples, mindfulness was found to be negatively related to various dysfunctional outcomes such as anxiety, depression, and negative affect of the managerial leaders and burnout (i.e., emotional exhaustion and cynicism) of the entrepreneurs. For all 4 samples, the model with psychological capital mediating the effects of mindfulness on dysfunctional outcomes fit the data best. The study limitations, future research and practical implications of these findings conclude the article.

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Section: Anxiety and Depressionmentioning

confidence: 99%

“…Thus, Baruch and Lambert (2007) suggest that cognitive recognition of such anxiety could trigger coping mechanisms. We propose one such mechanism may be mindfulness.…”

Section: Anxiety and Depressionmentioning

confidence: 99%

The role of mindfulness and psychological capital on the well-being of leaders.

Roche

Haar

Luthans

2014

Journal of Occupational Health Psychology

310

257

View full text Add to dashboard Cite

show abstract

“…Organisations often experience anxiety during periods of organisational change, when both the organisation and the individuals involved experience stress (Baruch and Lambert, 2007;Cooper et al, 2002;Ohman, 2000). When organisations experience excessive anxiety, there are normally two ways of responding to change in order to contain the anxiety: Either by putting more controls, procedures and structure in place; or by investing in relationships.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

A call for trust in cross border business

Levin

Niekerk²,

Geldenhuys³

2012

Afr. J. Bus. Manage.

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Organisations expanding their business to African countries place particular emphasis on risk management and tend to follow known practices applicable to their own context. An investigation was conducted into the experiences of the implementation of a risk management framework involving indepth interviews with role-players of an East African subsidiary of a South African financial institution. This research studied the impact of socio-cultural differences on the implementation of a risk management framework in East Africa and in particular considers the role and influence of trust. The implementation of risk management practices is often experienced negatively, and the importance of trust as a key element in the process is frequently not sufficiently considered. The management of risk should not only be based on financial criteria, but should also be influenced by psychosocial factors. Disregarding an important factor such as trust is counterproductive to risk management risk.

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“…Our approach is an example of meso-level theorizing, in which two or more levels are investigated simultaneously (House, Rousseau, & ThomasHunt, 1995). Other works that have investigated constructs at multiple levels include understanding narcissism at individual-, group-, and organization-levels (Brown, 1997), anxiety at individual-and organization-levels (Baruch & Lambert, 2007), and …”

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confidence: 99%

The Dark Side of Groups

Stein

Pinto

2011

Group & Organization Management

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The purpose of this paper is to develop our understanding of the gang aspects of work organizations. By applying a psychoanalytic lens, we formulate the ideas of the 'gang at work' and 'intra-organizational ganging dynamics', thereby initiating a research stream on the "dark side of groups". We illustrate our conceptual development by drawing on the Enron case thereby contributing unique group-level insights that complement other analyses of the phenomenon. We conclude by identifying areas for further research, and arguing that gang phenomena may also have been present among many of the key organizations at the centre of the credit crisis, such as Lehman Brothers. Key Words: psychodynamics, ganging, Enron The dark side of groups: A 'gang at work' in Enron 3Over the last few years management scholars have been increasingly focused on the "dark side" of various aspects of management and business. Interest areas in this stream include: "the dark side of organizational behaviour" (Griffin & O'Leary-Kelly, 2004), "the dark side of organizations" (Vaughan, 1999), the "dark side of leadership" (Conger, 1990), the "dark side of new organizational forms" (Victor & Stephens, 1994), the "dark side of internal capital markets" (Scharfstein & Stein, 2000), "the dark side of social capital" (Deuchar, 2008), and the "dark side of high self-esteem" (Baumeister, Smart, & Boden, 1996). Although these interest areas are at various levels of analysis, the group-level is conspicuous by its absence. We contribute to this stream by focusing on the "dark side of groups", and drawing on the psychodynamics literature, develop two constructs, i.e., the gang at work and intra-organizational ganging, which we illustrate using Enron as a case study.Much has already been written about the 2001 Enron collapse (Boje, Rosile, Durant, & Luhman, 2004;Bryce, 2002;Cruver, 2002;Fox, 2003;Hamilton, 2006;McLean & Elkind, 2003;Levine, 2005;Partnoy, 2003;Stein, 2007;Swartz & Watkins, 2003), and this new study therefore requires some justification. First, as the biggest-ever corporate failure at that point in history, Enron is a case of considerable significance and complexity, and we believe the understanding of what transpired at Enron is by no means complete. Second, although a variety of perspectives have been applied to the Enron case, the group-level has been relatively neglected (see O'Connor, 2002 for an exception). We argue in this paper that this neglect is particularly unfortunate, and show how group-level aspects played a key role in Enron's demise. Third, we believe the lessons from Enron can be generalized to other 'dark side' situations including the 2008 credit crisis, and we provide here an indication of some of the parallels that exist between these scenarios.Our theorizing is built on the Kleinian psychoanalytic theory which distinguishes between work groups and gangs (Bion, 1961) and their corresponding group and gang states The dark side of groups: A 'gang at work' in Enron 4 of mind (Canham, 2002). We are therefore attempting...

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Organizational anxiety: applying psychological concepts into organizational theory

Cited by 29 publications

References 57 publications

The role of mindfulness and psychological capital on the well-being of leaders.

The role of mindfulness and psychological capital on the well-being of leaders.

A call for trust in cross border business

The Dark Side of Groups

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