Pub Date : 2018-11-12DOI: 10.1108/IJPL-06-2018-0027
A. Nahavandi, Lyn Corbett
Purpose The purpose of this paper is to explore the reasons for and consequences of leaders moving from other sectors to the public arena and provide guidelines for successful transitions to the public sector. Design/methodology/approach The paper relies on a conceptual analysis of leadership theory, critical reasoning and several examples to explore the phenomenon the authors call Leadership Leap (LL). Findings The paper explores the context, antecedents, causes and consequences of LL. The leaders’ self-confidence, ego and hubris are often considered to be the reason for leaping to an unfamiliar sector; however, the causes are much more complex. The authors suggest that in addition to the leaders’ personal characteristics, LL is encouraged by a culture of celebrity, excessive focus on the leaders and a longing for heroes. Ignoring or disregarding the context and overestimating the need for revolutionary change further exacerbate LL. The authors consider conditions for success and suggest areas for future research. Originality/value We are increasingly witnessing leaders who are successful and considered experts in one sector transition into the public sector. Although some are successful, others face obstacles and fail to live up to expectations. The unique characteristics of public leadership, specifically the collective nature of the sector and the crucial role of context and systems, provide a particular challenge for LL in the sector.
{"title":"Leaping into public leadership","authors":"A. Nahavandi, Lyn Corbett","doi":"10.1108/IJPL-06-2018-0027","DOIUrl":"https://doi.org/10.1108/IJPL-06-2018-0027","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to explore the reasons for and consequences of leaders moving from other sectors to the public arena and provide guidelines for successful transitions to the public sector.\u0000\u0000\u0000Design/methodology/approach\u0000The paper relies on a conceptual analysis of leadership theory, critical reasoning and several examples to explore the phenomenon the authors call Leadership Leap (LL).\u0000\u0000\u0000Findings\u0000The paper explores the context, antecedents, causes and consequences of LL. The leaders’ self-confidence, ego and hubris are often considered to be the reason for leaping to an unfamiliar sector; however, the causes are much more complex. The authors suggest that in addition to the leaders’ personal characteristics, LL is encouraged by a culture of celebrity, excessive focus on the leaders and a longing for heroes. Ignoring or disregarding the context and overestimating the need for revolutionary change further exacerbate LL. The authors consider conditions for success and suggest areas for future research.\u0000\u0000\u0000Originality/value\u0000We are increasingly witnessing leaders who are successful and considered experts in one sector transition into the public sector. Although some are successful, others face obstacles and fail to live up to expectations. The unique characteristics of public leadership, specifically the collective nature of the sector and the crucial role of context and systems, provide a particular challenge for LL in the sector.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"1 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2018-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-06-2018-0027","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44702365","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-11-12DOI: 10.1108/IJPL-07-2018-0033
Sonia D. Gatchair
Purpose The purpose of this paper is to assess the utility of complex adaptive leadership to public financial management reforms in Jamaica and provide insights to advance theoretical perspectives on leadership in public organizations. Design/methodology/approach The study is qualitative and adopts a case study approach with data collected using document analyses and interviews. Findings The study highlights that leaders need to both drive and respond to directional forces and environmental pressures, which require them to balance or oscillate between leader and follower roles, and even demonstrate both simultaneously in order to achieve change successfully. Practical implications In developing states faced with technical and adaptive challenges, the inputs of followers assume greater importance as they are integral to innovation and flexibility needed for problem solving. Communication, negotiation, bargaining and teamwork are critical skills that must be included in the repertoire of leadership and followership training. Originality/value The study connects leadership to pubic finance, fiscal decision-making, and reforms to public fiscal systems in a small developing state, Jamaica. The paper highlights that increased attention to the context is necessary, especially in participatory democracies, which demand responsiveness to powerful or influential interests, reduce autonomy and give rise to unclear organizational boundaries and hierarchies. It establishes a nexus between adaptive leadership and social identity theories, which demonstrate the emergence, contribution, and importance of group identities to distributed leadership. The roles of leadership and followership can interchange, which increases the fluidity and dynamism of the leadership process.
{"title":"Leadership and public financial management reforms in Jamaica","authors":"Sonia D. Gatchair","doi":"10.1108/IJPL-07-2018-0033","DOIUrl":"https://doi.org/10.1108/IJPL-07-2018-0033","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to assess the utility of complex adaptive leadership to public financial management reforms in Jamaica and provide insights to advance theoretical perspectives on leadership in public organizations.\u0000\u0000\u0000Design/methodology/approach\u0000The study is qualitative and adopts a case study approach with data collected using document analyses and interviews.\u0000\u0000\u0000Findings\u0000The study highlights that leaders need to both drive and respond to directional forces and environmental pressures, which require them to balance or oscillate between leader and follower roles, and even demonstrate both simultaneously in order to achieve change successfully.\u0000\u0000\u0000Practical implications\u0000In developing states faced with technical and adaptive challenges, the inputs of followers assume greater importance as they are integral to innovation and flexibility needed for problem solving. Communication, negotiation, bargaining and teamwork are critical skills that must be included in the repertoire of leadership and followership training.\u0000\u0000\u0000Originality/value\u0000The study connects leadership to pubic finance, fiscal decision-making, and reforms to public fiscal systems in a small developing state, Jamaica. The paper highlights that increased attention to the context is necessary, especially in participatory democracies, which demand responsiveness to powerful or influential interests, reduce autonomy and give rise to unclear organizational boundaries and hierarchies. It establishes a nexus between adaptive leadership and social identity theories, which demonstrate the emergence, contribution, and importance of group identities to distributed leadership. The roles of leadership and followership can interchange, which increases the fluidity and dynamism of the leadership process.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2018-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-07-2018-0033","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46473319","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-06-29DOI: 10.1108/IJPL-04-2018-0023
K. Williams
Purpose Military officers and government officials have a duty to serve selflessly, without personal bias or favoritism, demonstrating effectiveness and the efficient use of resources for the safety, security and thriving of the people. However, some abuse subordinates for personal or professional gain. The purpose of this paper is to discuss toxic leadership, its cost, effects and impact and provides recommendations for prevention and intervention. Design/methodology/approach Based on survey research of a convenience sample of military and federal government students at the National Defense University, the paper does not allow for generalizability, but presents patterns and trends in descriptive statistics. Findings The sample of 186 reported an average of 2.9 toxic leaders in an average of 18.3 years of service. Student observations of the most toxic leader they served identified high prevalence of all toxic behaviors with the most prevalent being a lack of self-awareness, a negative interpersonal style, suspicion of others, passive hostility, defensiveness, refusal to allow dissent and shaming and blaming. The frequency and degree of impact on targets, witnesses, and teams of toxic leadership were significant, especially in avoidance, worry, and decreased contribution, motivation and productivity. Practical implications These results indicate that toxic leadership degrades military performance and readiness and government efficiency. Organizations can effectively address toxic leadership through purposeful, cultural reinforcement and leader development, increasing efficiency and reducing waste. Originality/value Although civilian and public research exists, this is the first and only such research in the military and federal government and lays a foundation for further study of these organizations.
{"title":"Toxic leadership in defense and federal workplaces: sabotaging the mission and innovation","authors":"K. Williams","doi":"10.1108/IJPL-04-2018-0023","DOIUrl":"https://doi.org/10.1108/IJPL-04-2018-0023","url":null,"abstract":"\u0000Purpose\u0000Military officers and government officials have a duty to serve selflessly, without personal bias or favoritism, demonstrating effectiveness and the efficient use of resources for the safety, security and thriving of the people. However, some abuse subordinates for personal or professional gain. The purpose of this paper is to discuss toxic leadership, its cost, effects and impact and provides recommendations for prevention and intervention.\u0000\u0000\u0000Design/methodology/approach\u0000Based on survey research of a convenience sample of military and federal government students at the National Defense University, the paper does not allow for generalizability, but presents patterns and trends in descriptive statistics.\u0000\u0000\u0000Findings\u0000The sample of 186 reported an average of 2.9 toxic leaders in an average of 18.3 years of service. Student observations of the most toxic leader they served identified high prevalence of all toxic behaviors with the most prevalent being a lack of self-awareness, a negative interpersonal style, suspicion of others, passive hostility, defensiveness, refusal to allow dissent and shaming and blaming. The frequency and degree of impact on targets, witnesses, and teams of toxic leadership were significant, especially in avoidance, worry, and decreased contribution, motivation and productivity.\u0000\u0000\u0000Practical implications\u0000These results indicate that toxic leadership degrades military performance and readiness and government efficiency. Organizations can effectively address toxic leadership through purposeful, cultural reinforcement and leader development, increasing efficiency and reducing waste.\u0000\u0000\u0000Originality/value\u0000Although civilian and public research exists, this is the first and only such research in the military and federal government and lays a foundation for further study of these organizations.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2018-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-04-2018-0023","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48493178","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-06-22DOI: 10.1108/IJPL-04-2018-0022
Bonnie J. Johnson
Purpose Planners are expected to leave leadership to elected officials. Yet, they are often asked to do more. Should planners lead? The purpose of this paper is to examine how leadership is seen in the profession and then outline major theories of leadership and planning. Design/methodology/approach Using content analysis, the major theories of planning and descriptions of what planners do from professional planning organizations’ codes of ethics from around the world are compared. Findings Results indicate that new ways of thinking about leadership (Group leadership, Servant, Adaptive, Authentic and Followership) can help planners find leadership styles that fit their comfort zones better than old leadership definitions emphasizing heroic individuals. Originality/value Existing literature regarding leadership in planning indicates that planners must run for office if they are to lead. This examination of planners’ codes of ethics and newer theories of leadership indicates they can be leaders and operate well within current ethical boundaries.
{"title":"Planners as leaders: finding their comfort zone","authors":"Bonnie J. Johnson","doi":"10.1108/IJPL-04-2018-0022","DOIUrl":"https://doi.org/10.1108/IJPL-04-2018-0022","url":null,"abstract":"\u0000Purpose\u0000Planners are expected to leave leadership to elected officials. Yet, they are often asked to do more. Should planners lead? The purpose of this paper is to examine how leadership is seen in the profession and then outline major theories of leadership and planning.\u0000\u0000\u0000Design/methodology/approach\u0000Using content analysis, the major theories of planning and descriptions of what planners do from professional planning organizations’ codes of ethics from around the world are compared.\u0000\u0000\u0000Findings\u0000Results indicate that new ways of thinking about leadership (Group leadership, Servant, Adaptive, Authentic and Followership) can help planners find leadership styles that fit their comfort zones better than old leadership definitions emphasizing heroic individuals.\u0000\u0000\u0000Originality/value\u0000Existing literature regarding leadership in planning indicates that planners must run for office if they are to lead. This examination of planners’ codes of ethics and newer theories of leadership indicates they can be leaders and operate well within current ethical boundaries.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2018-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-04-2018-0022","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46776021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-11-04DOI: 10.1108/IJPL-08-2015-0023
C. Boddy
Purpose The purpose of this paper is to re-open a debate as to whether candidates for public leadership should be screened for psychopathy. Design/methodology/approach This is a conceptual paper which examines the diffuse literature concerning psychopaths in public leadership positions. Findings Psychopathy researchers have been divided as to whether psychopathic individuals should be screened out of leadership positions in public and corporate life. Recent evidence from bullying research and historical research into psychopaths in politics sheds new light on this issue. Practical implications There is increasing evidence that psychopaths are detrimental to the organisations they work for, to other employees, to the environment and to society. Screening for psychopathy should therefore be considered. This may help to prevent governments entering into illegal wars and committing crimes against humanity. Screening in the corporate sector may also help prevent the worst excesses of greed and fraud that were evident in collapses like Enron and the Mirror Group as well as in the events leading up to the global financial crisis of 2008. Originality/value The paper makes a contribution to the literature on public leadership by bringing together the diverse reports on the effects of psychopaths in public organisations like the National Health Service, publicly listed corporations, academia and politics. The paper uses historical and corporate examples to illustrate the initially favourable impression that psychopathic leaders can make but the ultimately disastrous outcomes they engender.
{"title":"Psychopathy screening for public leadership","authors":"C. Boddy","doi":"10.1108/IJPL-08-2015-0023","DOIUrl":"https://doi.org/10.1108/IJPL-08-2015-0023","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to re-open a debate as to whether candidates for public leadership should be screened for psychopathy.\u0000\u0000\u0000Design/methodology/approach\u0000This is a conceptual paper which examines the diffuse literature concerning psychopaths in public leadership positions.\u0000\u0000\u0000Findings\u0000Psychopathy researchers have been divided as to whether psychopathic individuals should be screened out of leadership positions in public and corporate life. Recent evidence from bullying research and historical research into psychopaths in politics sheds new light on this issue.\u0000\u0000\u0000Practical implications\u0000There is increasing evidence that psychopaths are detrimental to the organisations they work for, to other employees, to the environment and to society. Screening for psychopathy should therefore be considered. This may help to prevent governments entering into illegal wars and committing crimes against humanity. Screening in the corporate sector may also help prevent the worst excesses of greed and fraud that were evident in collapses like Enron and the Mirror Group as well as in the events leading up to the global financial crisis of 2008.\u0000\u0000\u0000Originality/value\u0000The paper makes a contribution to the literature on public leadership by bringing together the diverse reports on the effects of psychopaths in public organisations like the National Health Service, publicly listed corporations, academia and politics. The paper uses historical and corporate examples to illustrate the initially favourable impression that psychopathic leaders can make but the ultimately disastrous outcomes they engender.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"1 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2016-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-08-2015-0023","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62002781","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-11-04DOI: 10.1108/IJPL-03-2016-0005
R. Conn, A. Bali, E. Akers
Purpose The purpose of this paper is to examine the impact of a structured clinical leadership programme on healthcare professionals working within the British National Health Service (NHS). Clinical leadership is now regarded as essential in addressing the complex challenges in the NHS, yet few trainees of any healthcare discipline receive formal training. The study describes a peer-led evaluation of a year-long, multidisciplinary, experiential programme, the “Darzi Fellowship”, based in London. Design/methodology/approach An anonymous survey was analysed using a mixed-methods approach. Individual and collective experiences of fellows were evaluated, in particular the perceived impact the fellowship had on: the fellows themselves, their “host” organisation and the NHS as a whole. Findings A 90 per cent return rate was achieved. In all, 94 per cent reported that the experience had been valuable to them, 85 per cent feeling more empowered to effect change in healthcare systems. Crucial mechanisms to achieve this included increased self-awareness, personal reflection and the freedom to gain a greater understanding of organisations. Particular emphasis was placed on the value of developing clinical networks which promote collaboration across boundaries. Fellows emerged as more reflexive, critical and strategic thinkers. Practical implications This paper demonstrates the positive impact that clinical leadership training can have on participants, and the mechanisms by which future leaders can be created. Originality/value The novel, non-commissioned, peer-initiated and peer-led evaluation describes the personal experiences of fellows in a unique, multidisciplinary clinical leadership programme. The authors hope this will inform the development of future schemes in the NHS and provide learning for an international healthcare audience.
{"title":"Multi-professional clinical leadership training in healthcare","authors":"R. Conn, A. Bali, E. Akers","doi":"10.1108/IJPL-03-2016-0005","DOIUrl":"https://doi.org/10.1108/IJPL-03-2016-0005","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to examine the impact of a structured clinical leadership programme on healthcare professionals working within the British National Health Service (NHS). Clinical leadership is now regarded as essential in addressing the complex challenges in the NHS, yet few trainees of any healthcare discipline receive formal training. The study describes a peer-led evaluation of a year-long, multidisciplinary, experiential programme, the “Darzi Fellowship”, based in London.\u0000\u0000\u0000Design/methodology/approach\u0000An anonymous survey was analysed using a mixed-methods approach. Individual and collective experiences of fellows were evaluated, in particular the perceived impact the fellowship had on: the fellows themselves, their “host” organisation and the NHS as a whole.\u0000\u0000\u0000Findings\u0000A 90 per cent return rate was achieved. In all, 94 per cent reported that the experience had been valuable to them, 85 per cent feeling more empowered to effect change in healthcare systems. Crucial mechanisms to achieve this included increased self-awareness, personal reflection and the freedom to gain a greater understanding of organisations. Particular emphasis was placed on the value of developing clinical networks which promote collaboration across boundaries. Fellows emerged as more reflexive, critical and strategic thinkers.\u0000\u0000\u0000Practical implications\u0000This paper demonstrates the positive impact that clinical leadership training can have on participants, and the mechanisms by which future leaders can be created.\u0000\u0000\u0000Originality/value\u0000The novel, non-commissioned, peer-initiated and peer-led evaluation describes the personal experiences of fellows in a unique, multidisciplinary clinical leadership programme. The authors hope this will inform the development of future schemes in the NHS and provide learning for an international healthcare audience.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"1 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2016-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-03-2016-0005","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62002703","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-11-04DOI: 10.1108/IJPL-04-2016-0018
J. Fenwick, H. Elcock
Purpose Philosophers and political scientists have a long history of dealing with the difficult puzzle of leadership, and how it is to be distinguished from management and administration. The purpose of this paper is to explore the question of whether the innovative role of elected executive mayor in England can be considered as leader or manager. The paper critically assesses the concept of leadership before using empirical evidence to come to conclusions about the current role of elected mayor, an office with an uncertain history and unclear future in English public sector leadership. Design/methodology/approach The paper draws from the authors’ qualitative interviews with mayors from the inception of the office to the recent past. Findings The study finds that elected executive mayors are both leaders and managers, but that the notion of leadership in the local public sector remains contested as the mayor is a part of a bureaucratic structure of administration which limits the exercise of leadership as outlined in the existing literature. Research limitations/implications As central government continues to advocate the expansion of the office of mayor, not least as part of English regional devolution, the study relates to future practice and to overall understanding of just what elected mayors do. Practical implications The paper provides useful insight into the forthcoming expansion of the mayoral system into the new Combined Authorities. Originality/value The paper provides original evidence about the faltering progress of the mayoral system in the English public sector.
{"title":"Elected mayors in England: leaders or managers?","authors":"J. Fenwick, H. Elcock","doi":"10.1108/IJPL-04-2016-0018","DOIUrl":"https://doi.org/10.1108/IJPL-04-2016-0018","url":null,"abstract":"\u0000Purpose\u0000Philosophers and political scientists have a long history of dealing with the difficult puzzle of leadership, and how it is to be distinguished from management and administration. The purpose of this paper is to explore the question of whether the innovative role of elected executive mayor in England can be considered as leader or manager. The paper critically assesses the concept of leadership before using empirical evidence to come to conclusions about the current role of elected mayor, an office with an uncertain history and unclear future in English public sector leadership.\u0000\u0000\u0000Design/methodology/approach\u0000The paper draws from the authors’ qualitative interviews with mayors from the inception of the office to the recent past.\u0000\u0000\u0000Findings\u0000The study finds that elected executive mayors are both leaders and managers, but that the notion of leadership in the local public sector remains contested as the mayor is a part of a bureaucratic structure of administration which limits the exercise of leadership as outlined in the existing literature.\u0000\u0000\u0000Research limitations/implications\u0000As central government continues to advocate the expansion of the office of mayor, not least as part of English regional devolution, the study relates to future practice and to overall understanding of just what elected mayors do.\u0000\u0000\u0000Practical implications\u0000The paper provides useful insight into the forthcoming expansion of the mayoral system into the new Combined Authorities.\u0000\u0000\u0000Originality/value\u0000The paper provides original evidence about the faltering progress of the mayoral system in the English public sector.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"1 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2016-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-04-2016-0018","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62002722","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-11-04DOI: 10.1108/IJPL-04-2016-0019
Peder Hyllengren, S. Nilsson, Alicia Ohlsson, K. Kallenberg, G. Waaler, G. Larsson
Purpose The purpose of this paper is to identify and gain a deeper understanding of environmental, organizational, and group conditions, and leadership-related issues in particular, in severely stressful situations involving a moral stressor faced by military and police officers. Design/methodology/approach A combined deductive and inductive approach was used, and in total 23 military and police officers, all having experience of morally difficult decisions during severely stressful conditions, were interviewed. Findings A hierarchical conceptual framework of contextual characteristics was developed. The environmental, organizational, leadership-related, and group aspects identified in this study on morally stressful situations resemble findings from general research on work and stress. However, a stronger emphasis was put on leaders’ handling of values and his or her ability to confront senior management when needed. Practical implications The results suggest that well-documented methods aimed at the prevention of, and recovery from, work-related stress, also can be used in the case of extreme situations involving moral stressors. Originality/value The interplay between leadership and extreme situations involving moral stressors is, to the best of the knowledge, understudied.
{"title":"Contextual factors affecting moral stress: a study of military and police officers","authors":"Peder Hyllengren, S. Nilsson, Alicia Ohlsson, K. Kallenberg, G. Waaler, G. Larsson","doi":"10.1108/IJPL-04-2016-0019","DOIUrl":"https://doi.org/10.1108/IJPL-04-2016-0019","url":null,"abstract":"Purpose\u0000The purpose of this paper is to identify and gain a deeper understanding of environmental, organizational, and group conditions, and leadership-related issues in particular, in severely stressful situations involving a moral stressor faced by military and police officers.\u0000\u0000\u0000Design/methodology/approach\u0000A combined deductive and inductive approach was used, and in total 23 military and police officers, all having experience of morally difficult decisions during severely stressful conditions, were interviewed.\u0000\u0000\u0000Findings\u0000A hierarchical conceptual framework of contextual characteristics was developed. The environmental, organizational, leadership-related, and group aspects identified in this study on morally stressful situations resemble findings from general research on work and stress. However, a stronger emphasis was put on leaders’ handling of values and his or her ability to confront senior management when needed.\u0000\u0000\u0000Practical implications\u0000The results suggest that well-documented methods aimed at the prevention of, and recovery from, work-related stress, also can be used in the case of extreme situations involving moral stressors.\u0000\u0000\u0000Originality/value\u0000The interplay between leadership and extreme situations involving moral stressors is, to the best of the knowledge, understudied.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"1 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2016-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-04-2016-0019","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62002766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：