What is the emotional cost of distributed leadership?

Huffington, Clare; James, Kim; Armstrong, David

doi:10.4324/9780429485237-6

Cited by 8 publications

(16 citation statements)

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“…This tension will be intensified in times of organisational change (85) and in the case of a lack of clarity in the manager's role authority and accountability (86). How a manager handles the necessary uncertainties and ambiguities surrounding his or her own role in relation to that of others, both vertical and lateral in the organisation, as well as clarity about leadership role authority and accountability, have been suggested as important requirements both for performance and well being at work (86,87).…”

Section: Managers' Role Takingmentioning

confidence: 99%

Healthcare managers’ construction of the manager role in relation to the medical profession

Knorring

Alexanderson

Eliasson

2016

Journal of Health Organization and Management

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Purpose - The purpose of this paper is to explore how healthcare managers construct the manager role in relation to the medical profession in their organisations. Design/methodology/approach - In total, 18 of Sweden's 20 healthcare chief executive officers (CEOs) and 20 clinical department managers (CDMs) were interviewed about their views on management of physicians. Interviews were performed in the context of one aspect of healthcare management; i.e., management of physicians' sickness certification practice. A discourse analysis approach was used for data analysis. Findings - Few managers used a management-based discourse to construct the manager role. Instead, a profession-based discourse dominated and managers frequently used the attributes "physician" or "non-physician" to categorise themselves or other managers in their managerial roles. Some managers, both CEOs and CDMs, shifted between the management- and profession-based discourses, resulting in a kind of "yes, but […]" approach to management in the organisations. The dominating profession-based discourse served to reproduce the power and status of physicians within the organisation, thereby rendering the manager role weaker than the medical profession for both physician and non-physician managers. Research limitations/implications - Further studies are needed to explore the impact of gender, managerial level, and basic profession on how managers construct the manager role in relation to physicians. Practical implications - The results suggest that there is a need to address the organisational conditions for managers' role taking in healthcare organisations. Originality/value - Despite the general strengthening of the manager position in healthcare through political reforms during the last decades, this study shows that a profession-based discourse clearly dominated in how the managers constructed the manager role in relation to the medical profession on the workplace level in their organisations.

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Section: Managers' Role Takingmentioning

confidence: 99%

Healthcare managers’ construction of the manager role in relation to the medical profession

Knorring

Alexanderson

Eliasson

2016

Journal of Health Organization and Management

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“…In view of the seriousness of the events and the radical change of scenario, the shift supervisor chose to abandon his previous role and delegate his authority to the collective. This difficult decision showed his capacity to transform his role in response to the group’s new demands despite the emotional costs of losing his formal authority in a highly hierarchical organizational structure (Huffington et al, 2018). In the next vignette, the shift supervisor describes his decision:M5: I had the capacity to become one more of the 33.…”

Section: Resultsmentioning

confidence: 99%

“…Similarly, building an adequate capacity of managing the strain that surrounds the relatedness between organizational members’ roles and the tensions around the “location” of leadership represents one of the main challenges of SL (Turnbull et al, 2007). Leaders’ strategic task is to be engaged in collaborative learning and to contain the potential dynamics of fragmentation and avoidance of responsibility that may result from the distribution of leadership (Huffington et al, 2018; Raelin, 2016). Accordingly, the role of leaders in resilient organizing is to focus on providing the emotional capacity to manage broader differences and concerns within the context of the organization (Turnbull et al, 2007).…”

Section: Effects Of Shared Leadership On Resilient Organizingmentioning

confidence: 99%

“…Accordingly, the role of leaders in resilient organizing is to focus on providing the emotional capacity to manage broader differences and concerns within the context of the organization (Turnbull et al, 2007). This strategic task demands a systemic approach that takes into account both the benefits and the emotional costs that entail sharing power and authority relations for the sake of building more effective and democratic organizations (Fitzsimons et al, 2011; Huffington et al, 2018; Turnbull et al, 2007).…”

Section: Effects Of Shared Leadership On Resilient Organizingmentioning

confidence: 99%

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What lies beneath resilience: Analyzing the affective-relational basis of shared leadership in the Chilean miners’ catastrophe

2020

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This article addresses how shared forms of leadership can activate resilient organizing to cope with catastrophic events by examining the case of the 33 Chilean miners’ rescue who survived confinement at 600 m below ground for 69 days. Qualitative analysis of interview and document data reveals how the miners as a group engaged in the sharing of agency vis-a-vis the task of absorbing strain and anxiety, thus enabling a sophisticated work capacity and a constructive relational dynamic. The miners’ resilient capabilities emerged from the activation of collective resources in three distinct yet complementary modes of interaction: self-organization, collaboration, and mutual caring. Our empirical findings indicate that the distribution of agency becomes essential for the promotion of both collective sensemaking and emotional containment in contexts of crisis. By accounting for such affective-relational underpinning of the sharing of leadership, this article contributes a more nuanced understanding of crisis management and the organization of positive, constructive responses to adversity, breakdown, and conflict.

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“…dictate other priorities. Being a leader means inspiring people to do everything in their power to achieve the desired result (Huffington et al 2018). Leadership as a process becomes more flexible, meeting the demands of modern times.…”

Section: Introductionmentioning

confidence: 99%

The impact of gender transformation on the leadership qualities of men and women

Korostyleva¹,

Kovaleva²

2019

Proceedings of the 3rd International Conference On Social, Economic, and Academic Leadership (ICSEAL 2019)

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During the 2000s and 2010s, Russian Federation is undergoing significant socioeconomic transformations that entail changes in all spheres of public life, including in the sphere of leadership. There is a tendency to expand the gender roles of women in many areas. Women increasingly claim their rights to realize their professional and personal potential. The "I-concepts" of the sexes, the ratio of traditional "female" and "male" qualities, the attitude to leadership change. The article examines how over the past decade, the roles of women and men have changed, their ability to achieve leadership through the use of an analysis tool similar to the well-known Kuhn and McPartland's "Who am I?" test. By testing, the roles and personality, we identify the characteristics and provide a comprehensive an assessment of the roles and qualities of women and men in a group is shown. Group analysis of testing allowed us to understand how certain trends evolved and how they are expressed. These results and findings are presented in our paper.

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What is the emotional cost of distributed leadership?

Cited by 8 publications

References 0 publications

Healthcare managers’ construction of the manager role in relation to the medical profession

Healthcare managers’ construction of the manager role in relation to the medical profession

What lies beneath resilience: Analyzing the affective-relational basis of shared leadership in the Chilean miners’ catastrophe

The impact of gender transformation on the leadership qualities of men and women

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