The “Bright” and “Shadow” Aspects of In Extremis Leadership

Fisher, Kelly; Hutchings, Kate; Sarros, James C.

doi:10.1080/08995601003644346

Cited by 24 publications

(15 citation statements)

References 74 publications

(83 reference statements)

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“…Summarizing studies of combat leadership, Campbell et al (2010) conclude that leadership effectiveness is enhanced by shared mental models, leader creativity, emotion management, a cohesive team climate and successful performance. One study involved Australian military advisors who had served in the Vietnam War (Fisher et al, 2010). That research identified 10 ‘bright’ (desirable) competencies and 3 ‘shadow’ (negative) themes.…”

Section: Leadership In Extreme and Crisis Contextsmentioning

confidence: 99%

Surviving a zombie apocalypse: Leadership configurations in extreme contexts

Buchanan

Hällgren

2018

Management Learning

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What can the classic zombie movie, Day of the Dead, tell us about leadership? In our analysis of this film, we explore leadership behaviours in an extreme context – a zombie apocalypse where survivors face persistent existential threat. Extreme context research presents methodological challenges, particularly with regard to fieldwork. The use of films as proxy case studies is one way in which to overcome these problems, and for researchers working in an interpretivist perspective, ‘social science fiction’ is increasingly used as a source of inspiration and ideas. The contribution of our analysis concerns highlighting the role of leadership configurations in extreme contexts, an approach not previously addressed in this field, but one that has greater explanatory power than current perspectives. In Day of the Dead, we observe several different configurations – patterns of leadership styles and behaviours – emerging, shifting and overlapping across the phases of the narrative, each with radically different consequences for the group of survivors. These observations suggest a speculative theory of leadership configurations and their implications in extreme contexts, for exploring further, with other methods.

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Section: Leadership In Extreme and Crisis Contextsmentioning

confidence: 99%

Surviving a zombie apocalypse: Leadership configurations in extreme contexts

Buchanan

Hällgren

2018

Management Learning

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“…PTSD is thought to be more widespread in the general population than acknowledged (O'Connor, Lasgaard, Spindler, & Elklit, 2007), highlighting the need to study leadership capacity while experiencing PTSS or PTSD in military and non-military populations. Similar to in extremis leadership, or leadership in extreme situations (Fisher, Hutchings, & Sarros, 2010;Kolditz, 2007), military trauma studies have implications for non-military leaders and organizations, even though the contexts differ. For example, research on PTSD and military leadership may apply to first responders (e.g., firefighters, police) and civilian trauma survivors of events (e.g., motor vehicle accidents, natural disasters, traumatic medical experiences, and crime) as the extreme nature of experiences raise similar existential questions and victims may follow a similar recovery process (Howell, 2006;Matthews, 2014).…”

Section: Discussmentioning

confidence: 99%

Transformational Leadership Styles Pre- and Post-Trauma

Kramer¹,

Allen²

2018

Journal of Leadership Education

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Previous literature suggests that exposure to trauma has both positive and negative impacts on leadership and leadership development, although there is a lack of empirical research. This exploratory study compared military leaders' use of transformational leadership styles (TLS) before and after trauma exposure from the followers' perspective. This study used a retrospective pretest design to survey veteran and active duty military personnel. Significant differences were found between pre-and post-trauma exposure TLS ratings, with a mean decline in the TLS after trauma exposure. The analysis of the open-ended questions indicated a reduction in the use of the TLS after trauma, but identified positive changes in some cases. There was no evidence that changes in the TLS were concentrated in any of the five styles.

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“…Como factor grupal, el apoyo psicosocial de compañeros es un elemento determinante en la incidencia del estrés [6][7][8][9][10][11][12] . Asimismo se subraya la importancia de la confianza en los compañeros y en el mando como requisito para un adecuado liderazgo 15,[39][40][41] , y de igual modo en la aproximación basada en la toma de sentido en contextos peligrosos 42 . Ésta influye en la disposición del subordinado para aceptar los intentos de influencia de un líder en contextos normalizados 43 .…”

Section: El Abordajeunclassified

“…Diversos autores resaltan su importancia 15,[39][40][41] . La confianza emerge también como un importante requisito del liderazgo en la aproximación basada en la toma de sentido en contextos peligrosos 42 .…”

Section: Tabla 1 Comparación De Medias En Las Distintas Variables Obunclassified

Estudio diferencial del nivel de estrés percibido, liderazgo, cohesión y autoconfianza en Unidades de Élite de la Armada Española, en la Operación Active Endeavour de la OTAN

Galindo

2014

Sanid. Mil.

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The “Bright” and “Shadow” Aspects of In Extremis Leadership

Cited by 24 publications

References 74 publications

Surviving a zombie apocalypse: Leadership configurations in extreme contexts

Surviving a zombie apocalypse: Leadership configurations in extreme contexts

Transformational Leadership Styles Pre- and Post-Trauma

Estudio diferencial del nivel de estrés percibido, liderazgo, cohesión y autoconfianza en Unidades de Élite de la Armada Española, en la Operación Active Endeavour de la OTAN

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