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Journal articles on the topic 'Being envied by leaders'

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Author: Grafiati

Published: 10 December 2022

Last updated: 28 January 2023

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1

Romani, Simona, Silvia Grappi, and Richard P. Bagozzi. "The bittersweet experience of being envied in a consumption context." European Journal of Marketing 50, no. 7/8 (July 11, 2016): 1239–62. http://dx.doi.org/10.1108/ejm-03-2015-0133.

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Purpose Very limited research exists examining envy from the viewpoint of an envied consumer, rather than an envier. This paper aims to address this gap by examining whether and how the experience of being envied actually affects consumers. Design/methodology/approach This paper presents three experiments. Study 1 investigates the ambivalent experience of being envied. Study 2 examines the effect of being envied in consumption contexts on consumer satisfaction, analyzing the combined ambivalent effects of positive and negative feelings. It also investigates the moderating role played by consumer coping responses to enviers (mitigation vs exacerbation). Finally, Study 3 applies the hypothesized model in a specific context (i.e. a material possession context), focusing on adult consumers. Findings Results show that negative (e.g. guilt and anxiety) and positive (e.g. sense of well-being and prestige) feelings for being envied depend on the type of relationship between the envier and the envied, and the type of desired object, and consumer satisfaction is driven by the combined ambivalent effects of positive and negative feelings, where coping responses by envied consumers moderate the effects of such feelings on satisfaction. Originality/value This paper makes three main contributions: it extends prior research by highlighting the role of personal relationship factors and the type of object of desire in the experience of being envied; demonstrates that both positive and negative feelings of being envied affect consumer satisfaction; and shows conditions regulating the influence of positive and negative feelings on satisfaction, demonstrating that mitigation strategies decrease the effects of negative feelings on satisfaction, whereas exacerbation strategies failed to regulate the effects of positive feelings.

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2

HARP, GILLIS J. "The Young Phillips Brooks: A Reassessment." Journal of Ecclesiastical History 49, no. 4 (October 1998): 652–67. http://dx.doi.org/10.1017/s0022046998006253.

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Phillips Brooks was undeniably one of the most popular preachers of Gilded Age America. Sydney Ahlstrom described Brooks and the liberal Congregationalist Henry Ward Beecher as ‘in a class by themselves, envied and emulated the country over’. Unlike Beecher, however, the rector of Trinity Church, Boston, subsequently Episcopal bishop of Massachusetts, has attracted remarkably little scholarly attention. His few biographers have rarely attempted to place his thought or career in their social or intellectual contexts. With one recent notable exception, little of scholarly value has been written about Brooks. The older biographies have tended to portray him as initially rooted in the evangelical tradition, even though he subsequently became a leader of the emergent Broad Church party. Alexander V. G. Allen concludes, for example, that by the close of his seminary training, Brooks ‘freely accepted the leading truths which are known as Evangelical’. E. Clowes Chorley asserts simply that ‘Brooks never drifted from the heart of Evangelical religion’. Allen and others stress the evangelical origins of Brooks's thought in order to argue for the continuity between the evangelical and liberal streams within American Anglicanism. This portrayal of Brooks as a churchman who somehow retained the essence of an early evangelicalism while later embracing his Church's liberal future has served what Allen Guelzo has aptly called the ‘myth of synthesis’ in Episcopal historiography. Such an interpretation does not view Evangelicals as being forced out of the Church in the 1870s but posits a benign creative synthesis that enabled the Church to transcend the aberrant party battles of the mid century.

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Xu, Gaoshuang, Yi Shen, Shunhong Ji, and Qiuhang Xing. "Knowledge sharing of employees who are envied by their workmates: A resource perspective." Social Behavior and Personality: an international journal 49, no. 12 (December 1, 2021): 1–11. http://dx.doi.org/10.2224/sbp.10859.

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Drawing on conservation of resources theory, we examined the effect of workplace envy on the work behaviors and experiences of employees who are envied by others. From the resource perspective, we proposed that ego depletion would mediate the relationship between being envied and knowledge sharing, and that the envied employees' competitive orientation would moderate this mediation. We empirically tested the model with 280 employee–supervisor dyads in China in a two-wave survey. Results show that being envied was negatively related to employees' knowledge sharing, and that the envied employees' ego depletion significantly mediated this negative relationship. Further, envied employees' competitive orientation moderated the indirect mediating effect, such that the negative influence of ego depletion on knowledge sharing was enhanced for those envied employees whose orientation was highly competitive. Our results show the critical role of resource supply and demand on social influence.

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4

Lee, KiYoung, Michelle K. Duffy, Kristin L. Scott, and Michaéla C. Schippers. "The experience of being envied at work: How being envied shapes employee feelings and motivation." Personnel Psychology 71, no. 2 (October 2, 2017): 181–200. http://dx.doi.org/10.1111/peps.12251.

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5

Dege, LIU, HUANG Xiaozhi, CHEN Wenjing, and LI Wendong. "Being envied: An ambivalent affective experience." Advances in Psychological Science 26, no. 1 (2018): 118. http://dx.doi.org/10.3724/sp.j.1042.2018.00118.

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6

Puranik, Harshad Girish, Kathleen Keeler, and Haoying Xu. "Being envied is not enviable! A study of the daily experience of being envied in the workplace." Academy of Management Proceedings 2021, no. 1 (August 2021): 10901. http://dx.doi.org/10.5465/ambpp.2021.10901abstract.

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7

Su, Chang, and Wai Hung Thomas Ng. "Does Being Envied and Ostracized Make Employees Unethical?" Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 10832. http://dx.doi.org/10.5465/ambpp.2019.10832abstract.

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8

Tora, Luisa. "Behind the 'mad cookie'." Pacific Journalism Review : Te Koakoa 6, no. 1 (January 1, 2000): 166–69. http://dx.doi.org/10.24135/pjr.v6i1.686.

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'I really envied the papa'a.' I thought, "God, they can go out and get the story done and not have to be worried about being related to the story, and having to eat with the story, and go home with the story."

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9

Feng, Wenting, Irina Y. Yu, Morgan X. Yang, and Mengjie Yi. "How being envied shapes tourists’ relationships with luxury brands: A dual-mediation model." Tourism Management 86 (October 2021): 104344. http://dx.doi.org/10.1016/j.tourman.2021.104344.

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10

Billow, Richard M. "Anarchy." Group Analysis 43, no. 1 (February 19, 2010): 65–80. http://dx.doi.org/10.1177/0533316409356464.

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Therapists face situations in which individuals, subgroups, or groups cannot or will not tolerate and rebel against truth seeking. Anarchy, a virulent form of rebellion, utilizes excessive and violent projective identification to engulf participants in treatment—destructive enactments. Anarchic members and/or group processes aggressively disturb mental and emotional links within and among individuals through which truth is negotiated and substantiated by experience. Empathy, thinking, language—and the social boundaries of time and space—may be applied deceitfully to undermine truth seeking. The goal is to destroy the particular group, and also, the very idea of group, which is envied and hated. In four case examples, members (including the leaders) lost their confidence and faith in groups to the extent to which they were not protected from anarchy.

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11

Puranik, Harshad, Heather C. Vough, and Joel Koopman. "They Want What I’ve Got: Self-Esteem and Attribution in Determining Responses to Being Envied." Academy of Management Proceedings 2016, no. 1 (January 2016): 14356. http://dx.doi.org/10.5465/ambpp.2016.14356abstract.

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12

Ye, Yijiao, Yijing Lyu, Ho Kwong Kwan, Xingwen Chen, and Xuan-Mei Cheng. "The antecedents and consequences of being envied by coworkers: An investigation from the victim perspective." International Journal of Hospitality Management 94 (April 2021): 102751. http://dx.doi.org/10.1016/j.ijhm.2020.102751.

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13

Deori, Nandeswar. "A Breezy Call of Envied Kiss In Thomas Gray’s Country Churchyard." SMART MOVES JOURNAL IJELLH 9, no. 2 (February 27, 2021): 36–43. http://dx.doi.org/10.24113/ijellh.v9i2.10904.

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A great poem that touches the core heart of the readers executing the rustic forefathers’ lives and emotions is nothing but Gray’s Country Churchyard which uplands the lawn with kindred spirit. Gray harnesses the poem with the breezy calls that enviously kiss us in the destiny of ‘’homely joys’’. The humble buried beds are not only twittering ears of Gray but also they are the signification of clarion call that figure out solemn background of the rude forefathers who unlike the citizen of city swelled their ‘’paths of glory’’ against the ‘’inevitable hour’’. As an advocate of the down-trodden, Gray tries to persuade that the rich should not look down upon the poor. The poor are also respectable being though they do not get an opportunity to elevate their lives as do the rich. Furthermore, though they were not able to cremate their dead bodies in the boundary of the churchyard, it was not their faults. Despite the wealthy and the proud people though get place to be cremated in the churchyards singing the hymns in honor of dead, they suffer huge setbacks in this worldly affairs. Because time is the grand mower whose sickle never leaves anybody whether rich or poor but mows down all forever.

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Baldev, Satyen, Timothy Choi, Bushra Mahmood, Richelle Oslinker, Faten Sumrein, Aminah Waqar, and Carolyne J. White. "Being Leaders for Socially Just Education." Cultural Studies ↔ Critical Methodologies 13, no. 6 (October 8, 2013): 489–96. http://dx.doi.org/10.1177/1532708613505271.

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15

Liu, Fang, Dege Liu, Juncheng Zhang, and Jingxing Ma. "The relationship between being envied and workplace ostracism: The moderating role of neuroticism and the need to belong." Personality and Individual Differences 147 (September 2019): 223–28. http://dx.doi.org/10.1016/j.paid.2019.04.040.

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16

Rodriguez Mosquera, Patricia M., W. Gerrod Parrott, and Alejandra Hurtado de Mendoza. "I fear your envy, I rejoice in your coveting: On the ambivalent experience of being envied by others." Journal of Personality and Social Psychology 99, no. 5 (2010): 842–54. http://dx.doi.org/10.1037/a0020965.

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17

Sadek, Noha. "The Phenomenology and Dynamics of Wealth Shame: Between Moral Responsibility and Moral Masochism." Journal of the American Psychoanalytic Association 68, no. 4 (August 2020): 615–48. http://dx.doi.org/10.1177/0003065120949972.

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In an age of striking inequality in wealth, a related phenomenon, wealth shame, has developed. A multidisciplinary exploration of such shame examines its intrapsychic, intersubjective, transgenerational, and sociopolitical roots in the U.S., as well as its multiple functions: as an ethical response to economic disparity (moral responsibility), as a manifestation of a pervasive shame pattern (moral masochism), and as a defense against pleasure, feelings of superiority, and the fear of being envied. Several clinical vignettes illustrate these themes and are followed by reflections on their clinical implications. The psychoanalytic community’s conflicted relationship to social class, money, and wealth is also examined. This conflictedness may inform the analyst’s countertransference to wealth shame and his or her ability to appreciate the psychic landscapes of class as they present in the consulting room.

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18

Nichols, Ken. "Case Study #11: Being There by Jerzy N. Kosinski." Public Voices 15, no. 1 (July 19, 2017): 101. http://dx.doi.org/10.22140/pv.515.

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The case study focuses on characteristics of the leader. Following the main protagonist’s odyssey, you will consider what qualities we expect from our leaders, what responsibilities we place with our leaders in general and our public leaders in particular, and how leaders and followers relate.

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19

Maslin‐Ostrowski, Patricia, and Richard H. Ackerman. "On being wounded: implications for school leaders." Journal of Educational Administration 38, no. 3 (August 2000): 216–29. http://dx.doi.org/10.1108/09578230010342240.

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20

Li, Xiujun, Yuhui Su, Xiaoshi Liu, Wendian Shi, and Kan Shi. "Prosocial behavior in envy scenarios." Social Behavior and Personality: an international journal 45, no. 11 (December 2, 2017): 1803–14. http://dx.doi.org/10.2224/sbp.6660.

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We investigated prosocial behavior in different envy conditions. Participants (N = 118) responded to partners' requests for help after taking part in either a control scenario or scenarios where they felt that their partner was envious of them based on their performance (input), a reward (output), or both (input–output). Results showed significantly different levels of prosocial behavior, with this being highest in the output envy scenario and lowest in the input–output envy scenario. Effects of benign and malicious envy were also assessed across scenarios. In the input and output scenarios, malicious envy positively predicted prosocial behaviors and benign envy negatively predicted prosocial behaviors, whereas the opposite was true in the input–output scenario. Our results imply that employees experiencing benign envy can be motivated to improve their own abilities and performance, whereas perceiving malicious envy is likely to elicit prosocial behavior by the envied person toward envious employees.

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21

Holtzman, Dinah. ""The Dangerous Book Four Boys"." Boyhood Studies 7, no. 2 (September 1, 2013): 120–40. http://dx.doi.org/10.3149/thy.0702.120.

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In 2010, James Franco debuted his exhibition “The Dangerous Book Four Boys” at the Clocktower Gallery. He appropriated his title from the Igguldens’ guidebook The Dangerous Book for Boys (2006). This paper explores Franco’s representation of boyhood, focusing on his anxiety over traditional gender roles. Dangerous depicts boyhood as a homosocial and homoerotic realm in which women are both envied and elided. Franco’s vision of boyhood is premised upon a longing for both domestic structures and practices. The exhibit is organized around several small rough-hewn wooden structures resembling small houses. Inside the constructions, the films Destroy House and Castle depict young men destroying identical domiciles with axes, shotguns and blowtorches. Ironically, these violent depictions are safely contained within intact replicas of the very structures being destroyed in the films. These constructions are emblematic of Franco’s fraught relationship to masculinity, stereotypical gender roles and domesticity.

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22

Nadelson, Louis S., Michael J. Turley, and Daniella DiMasso-Shininger. "The Perspective of Principals of all Teachers being Leaders." World Journal of Education 12, no. 6 (December 12, 2022): 9. http://dx.doi.org/10.5430/wje.v12n6p9.

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Building on the research about assessing teachers’ leader identity, we were curious to understand how K-12 school principals perceive teachers as leaders. We used a survey research design to gather quantitative and qualitative data from K-12 school principals. We could not find any extant surveys aligned with our research focus; thus, we designed and validated a survey for our research. We contacted 1042 K-12 principals from the south-central region of the US; 70 responded by completing our survey. Analysis indicated a potential misalignment in principal leadership styles between the ideal attributes of leadership and contextual or practical applications of leadership. Additional analysis revealed considerable overlap between the principals’ perceptions of leadership and the roles of teachers; however, those leadership roles aligned with teachers as school-level leaders outside the classroom rather than in their role of teaching students. Findings also revealed an alignment of principals’ perceptions of teachers as leaders with principals’ efforts to develop teachers as leaders. Overall, our research suggests that principals support teachers' development as leaders. We close with a discussion of the results and implications for research and practice.

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23

Rimanoczy, Isabel. "A Matter of Being: Developing Sustainability-minded Leaders." Journal of Management for Global Sustainability 2, no. 1 (November 19, 2014): 95–122. http://dx.doi.org/10.13185/jm2014.02105.

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24

Ann Roche, Maree, Jarrod M. Haar, and David Brougham. "Māori leaders’ well-being: A self-determination perspective." Leadership 14, no. 1 (October 29, 2015): 25–39. http://dx.doi.org/10.1177/1742715015613426.

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This research draws on interviews with 18 Māori leaders from various leadership positions within business, community, political and marae organisations, to garner an understanding of how their leadership roles interact with their own well-being. Analysis of interviews revealed that cross-cultural developments in self-determination theory could be gained by incorporating Māori tikanga and values into a model of well-being for Māori leaders. Largely, the principles of tino rangatiratanga (autonomy and self-determination), mana (respect and influence), whānau (extended family), whakapapa (shared history) and whanaungatanga (kin relations, consultation and engagement), were united into a model of leader well-being. This ensured that mātauranga Māori (Māori knowledge) informed our model of Māori leader well-being, while also drawing on the burgeoning Western research in the area of well-being, specifically self-determination theory. Overall, we find that similarities exist with self-determination theory and Māori tikanga and values. However, in contrast to self-determination theory, autonomy and competence are developed within relationships, which means that ‘others’ underpin Māori leaders’ well-being. From this perspective, we present a view of the psychological and well-being resources that Māori leaders draw on to guide them through complex times.

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25

Kouzes, James M., and Barry Z. Posner. "Ethical leaders: An essay about being in love." Journal of Business Ethics 11, no. 5-6 (May 1992): 479–84. http://dx.doi.org/10.1007/bf00870559.

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26

Lorber, Mateja, Sonja Treven, and Damijan Mumel. "Workplace factors related to the well-being of employees in nursing: A mixed-methods study." Journal of East European Management Studies 26, no. 1 (2021): 100–116. http://dx.doi.org/10.5771/0949-6181-2021-1-100.

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The aim was to identified workplace factors related to the well-being of employees in nursing. A cross-sectional study was conducted in nine from twelve Slovenian hospitals. Descriptive statistics and multivariate regression analysis were used. According to a qualitative study, semi-structured interviews were used. The content analysis gave six main categories: Leadership style; Leaders' personal qualities; Leaders' knowledge and skills; Stress; Patients; Organization; that is important for employees' well-being in nursing. It was revealed that 93 % of employees' well-being in nursing could be predicted with leadership style, leaders' knowledge and skills, leaders' personal qualities, frequency of workplace stress, stress management working experiences, and education level. The study confirmed the importance of leaders' skills and knowledge, leaders' personal qualities, and leadership styles for higher employees' well-being in nursing.

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Williams, Rita F. "Being a Resilient Leader During Turbulent Times." AI Practitioner 23, no. 1 (February 3, 2021): 25–28. http://dx.doi.org/10.12781/978-1-907549-46-5-5.

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In organizations, every member of the team possesses unique talents. It is up to the leader to identify, nurture and empower each individual to contribute. Leaders in the information age must empower and engage their teams. They can do this by using an appreciative approach. Appreciative Inquiry as a tool in their leadership prowess can help leaders and their teams in crisis be resilient, agile and produce meaningful results.

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Mayer, Claude-Hélène, and Michelle May. "Of being a container through role definitions." Journal of Organizational Ethnography 7, no. 3 (October 8, 2018): 373–87. http://dx.doi.org/10.1108/joe-10-2017-0052.

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Purpose The purpose of this paper is to reflect critically on the roles that women leaders in higher education institutions (HEIs) take on. Therefore, a systems psychodynamic view is used from a theoretical stance, while an autoethnographical methodology is applied to provide an in-depth emic view of, and reflections on, women leaders’ roles in the described context. Design/methodology/approach The study draws on the authors’ personal and organisational autoethnographical experiences as women leaders in HEIs in South Africa. Two women of different background reflect on their roles, and on becoming “containers” for certain issues within the described context over a period of time. Findings The autoethnographies show the roles women leaders take on within the organisations and how this relates to becoming a container for issues and underlying anxieties and fears that arise within the South African higher education system. The women leaders take on roles which contain fear and insecurities with regard to racial belonging, segregation and inclusion, national belonging, gendered roles, marginalisation and connection through self and others, authority and decision making. Research limitations/implications The study is limited to autoethnographic experience descriptions of two academic women working in post-apartheid South African HEIs. Practical implications Presenting the self-described roles of two academics, the paper provides a critical perspective on issues of racialised and gendered roles, marginalisation and inclusion, authority and decision making, workplace stereotyping, gendering and racism, and thereby increases awareness about the impact of roles within the system’s context. Originality/value Presenting the self-described roles of two academics, the paper provides a critical perspective on issues of racialised and gendered roles, marginalisation and inclusion, authority and decision making, workplace stereotyping, gendering and racism, and thereby increases awareness about the impact of roles within the system’s context.

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29

Singh, Prakash. "Leaders Lacking Emotional Intelligence: Towards A Theory Of Tobephobic Leaders." Journal of Applied Business Research (JABR) 31, no. 3 (May 4, 2015): 1179. http://dx.doi.org/10.19030/jabr.v31i3.9232.

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Does a theory on tobephobic leaders (TLs) exist? In attempting to advance a theory on TLs, it is very pertinent to ask: Who are intelligent leaders? Research strongly suggests that intelligent leaders can mean numerous things because this conceptualization of intelligent leaders can be based exclusively on their intellectuality (cognitive abilities - IQ), or their emotionality (emotional intelligence EQ), or a combination of both. Expectedly, leaders who intellectualize and depend solely on their cognitive skills would tend to avoid the conscious recognition of the emotional basis of their decisions by substituting a superficially plausible, but questionable, explanation for their workers. On the other hand, leaders who base their decisions solely on their emotions can be accused of being irrational and not being task-oriented. The complexities of modern organizations in the twenty-first century require a new focus on leadership that extends well beyond possessing cognitive abilities alone. The focus of this paper is to advance a theory of TLs because no such attempt has yet been made globally. The primary objective of this article is to expand the notions of leadership that are currently in practice in organizations. Such a theory could make a major impact on how we view leadership practices in different organizations and could, therefore, make a significant contribution to our understanding of leadership activities. The theory of TLs will be embedded in two dimensions of leadership: intellectuality and emotionality. Hence, relevant research will be cited to evoke the prevalence and effects of TLs on human resources.

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Octavia, Josephine, Kususanto Ditto Prihadi, Hong Chun Yeoh, and Endah Kurniawati Purwaningtyas. "They can handle it, they are leaders: a look into organizational leaders’ mental health." International Journal of Public Health Science (IJPHS) 11, no. 4 (December 1, 2022): 1439. http://dx.doi.org/10.11591/ijphs.v11i4.21719.

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Few studies have examined the mental health of people in a leadership position. Most of the time, mental health-related policies were created for the non-leaders to cope with the perceived pressure from their leaders. Nevertheless, the mental health of organizational leaders itself might be at stake due to the leadership ‘acts’ they have to perform. This current study aimed to investigate the moderating effect of social support and self-compassion on the relationship between organizational leaders’ emotional labor and their psychological well-being. There were mid-level working executives in leadership positions provided data on their emotional labor, social support, self-compassion, and psychological well-being. It was predicted that social support and self-compassion will both moderate the relationship between organizational leaders’ emotional labor and their psychological well-being. The results indicated that surface acting is correlated with psychological wellbeing while deep acting is not. Social support and self-compassion do not moderate the relationship between emotional labor and psychological wellbeing. However, age is significantly correlated with psychological wellbeing, social support, and self-compassion, indicating its importance in leaders.

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Thompson, Janalee, Natalie Schwatka, Liliana Tenney, and Lee Newman. "Total Worker Health: A Small Business Leader Perspective." International Journal of Environmental Research and Public Health 15, no. 11 (October 31, 2018): 2416. http://dx.doi.org/10.3390/ijerph15112416.

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Total Worker Health® (TWH) frameworks call for attention to organizational leadership in the implementation and effectiveness of TWH approaches. It is especially important to study this within in the small business environment where employees face significant health, safety, and well-being concerns and employers face barriers to addressing these concerns. The purpose of this study was to gain a better understanding of how small business leaders perceive employee health, safety, and well-being in the context of their own actions. We conducted semi-structured interviews with 18 small business senior leaders and used a qualitative coding approach to analyze the transcripts to determine the frequency with which leaders discussed each code. When we asked leaders about their leadership practices for health, safety, and well-being, leaders reflected upon their business (65%), themselves (28%), and their employees (7%). Leaders rarely discussed the ways in which they integrate health, safety, and well-being. The interviews demonstrate that small business leaders care about the health of their employees, but because of the perceived value to their business, not to employees or themselves. Thus, they may lack the knowledge and skills to be successful TWH leaders. The present study supports a need for continued small business TWH leadership research.

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32

Cikara, Mina, and Susan T. Fiske. "Bounded Empathy: Neural Responses to Outgroup Targets' (Mis)fortunes." Journal of Cognitive Neuroscience 23, no. 12 (December 2011): 3791–803. http://dx.doi.org/10.1162/jocn_a_00069.

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The current study investigates whether mere stereotypes are sufficient to modulate empathic responses to other people's (mis)fortunes, how these modulations manifest in the brain, and whether affective and neural responses relate to endorsing harm against different outgroup targets. Participants feel least bad when misfortunes befall envied targets and worst when misfortunes befall pitied targets, as compared with ingroup targets. Participants are also least willing to endorse harming pitied targets, despite pitied targets being outgroup members. However, those participants who exhibit increased activation in functionally defined insula/middle frontal gyrus when viewing pity targets experience positive events not only report feeling worse about those events but also more willing to harm pity targets in a tradeoff scenario. Similarly, increased activation in anatomically defined bilateral anterior insula, in response to positive events, predicts increased willingness to harm envy targets, but decreased willingness to harm ingroup targets, above and beyond self-reported affect in response to the events. Stereotypes' specific content and not just outgroup membership modulates empathic responses and related behavioral consequences including harm.

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Lau, Sam S. S., Eric N. Y. Shum, Jackie O. T. Man, Ethan T. H. Cheung, Padmore Adusei Amoah, Angela Y. M. Leung, Orkan Okan, and Kevin Dadaczynski. "A Cross-Sectional Study of the Perceived Stress, Well-Being and Their Relations with Work-Related Behaviours among Hong Kong School Leaders during the COVID-19 Pandemic." International Journal of Environmental Research and Public Health 19, no. 23 (November 27, 2022): 15777. http://dx.doi.org/10.3390/ijerph192315777.

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The health and well-being of school leaders during the COVID-19 pandemic have been largely neglected compared to the health and well-being of students and teachers. This study assessed the magnitude of perceived stress and well-being and the associated factors, including number of working hours, work-related sense of coherence (work-SoC), perceived stress, self-endangering work behaviour, secondary burnout symptoms, and satisfaction with work, among school leaders in Hong Kong, China during the COVID-19 pandemic. This cross-sectional, survey-based study collected demographic data and mental health measurements from 259 eligible school leaders in Hong Kong from April 2021 to February 2022. Pearson’s correlation analyses, multilinear regression models, and independent-samples Student’s t-tests were performed. The findings revealed that school leaders’ perceived stress was negatively correlated with their well-being (r = −0.544, p < 0.01) and work-related SoC (r = −0.327, p < 0.01) but positively correlated with their extensification of work (r = 0.473, p < 0.01), exhaustion related to work situations (r = 0.559, p < 0.01), and psychosomatic complaints (r = 0.439, p < 0.01). In a model that adjusted for gender and age, student leaders with higher subjective well-being scores had a lower level of perceived stress (B = −0.031; 95% confidence interval [CI], −0.59, −0.02; p = 0.034), whereas leaders in schools with a larger student population had a higher level of perceived stress (B = 0.002; 95% CI, 0.000, 0.003; p = 0.030). School leaders with a higher likelihood of performing the self-endangering work behaviour of ‘intensification of work’ had higher perceived stress levels (B = 1.497; 95% CI, 0.717, 2.278; p < 0.001). School leaders with a higher work-related SoC (B = 4.20; 95% CI, 1.290, 7.106; p = 0.005) had a higher level of well-being. School leaders with higher levels of perceived stress (B = −0.734; 95% CI, −1.423, −0.044; p = 0.037), a higher likelihood of performing the self-endangering work behaviour of ‘extensification of work’ (B = −4.846; 95% CI, −8.543, −1.149; p = 0.010), and a higher score for exhaustion related to work (B = −10.449; 95% CI, −13.864, −7.033; p = 0.000) showed lower levels of well-being. The finding of a high incidence of stress among school leadership justifies the need for more societal attention to the well-being of school leaders in Hong Kong. It is important that policies and initiatives are designed to enhance the well-being of school leaders and that they are supported in leading the management of schools and coping with stress in school settings.

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Liebenberg, Johan, and Vera Roos. "Preadolescent leaders: critical reflections from a well-being perspective." South African Journal of Education 28, no. 4 (October 17, 2008): 581–93. http://dx.doi.org/10.15700/saje.v28n4a206.

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Enos, Gary. "Leaders see harm reduction being further ingrained in 2019." Alcoholism & Drug Abuse Weekly 31, no. 1 (January 5, 2019): 1–8. http://dx.doi.org/10.1002/adaw.32216.

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Bent,, Katherine N., Judith A. Burke,, Amanda Eckman,, Tammy Hottmann,, Jane McCabe,, and Rebecca N. Williams,. "Being and Creating Caring Change in a Healthcare System." International Journal of Human Caring 9, no. 3 (April 2005): 20–25. http://dx.doi.org/10.20467/1091-5710.9.3.20.

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Nursing leaders from the VA Eastern Colorado Health Care System (VAECHCS) developed an evolving model of caring theory-guided practice. As leaders and administrators with multiple roles, functions, and perspectives in a large healthcare system, the authors create and hold space for human caring and relationship-centered care within a clinical practice setting. This article contributes an overview of their action research framework and how they use this framework to link practice, theory, and inquiry in the delivery of healthcare services.

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Machín-Rincón, Laritza, Eva Cifre, Pilar Domínguez-Castillo, and Mónica Segovia-Pérez. "I Am a Leader, I Am a Mother, I Can Do This! The Moderated Mediation of Psychological Capital, Work–Family Conflict, and Having Children on Well-Being of Women Leaders." Sustainability 12, no. 5 (March 9, 2020): 2100. http://dx.doi.org/10.3390/su12052100.

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Gender equality is one of the Sustainable Development Goals. Management is one of the jobs that more clearly needs a gender perspective. Women leaders have found a way around the labyrinth to get to the top, which might have developed their personal resources such as psychological capital. Women leaders experience an inter-role conflict when work and family demands are mutually incompatible, affecting negatively their well-being. This study aims to analyze the mediation role that work–family and family–work conflict plays between psychological capital and well-being (engagement and burnout) when moderated by the number of children. In total, 202 Spanish women leaders participated in the study. Results of the mediated moderation model using Model 14 of the macro PROCESS for SPSS software show that psychological capital buffers the negative effects that experiencing work–family conflict has on well-being when having children. The well-being of women leaders is not affected when dealing with family interfering work conflict and having children. As such, women leaders who have children rely on their psychological capital to successfully manage the family demands affecting their work and to reduce the negative effect of work–family conflict on their well-being. Theoretical and practical implications are discussed from the psychology of a sustainability perspective.

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Filstad, Cathrine, Tom Karp, and Rune Glomseth. "How Police Leaders Learn to Lead." Policing: A Journal of Policy and Practice 14, no. 3 (July 6, 2018): 601–15. http://dx.doi.org/10.1093/police/pay043.

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AbstractThis article examines how Norwegian police leaders learn to lead and what constitutes police practices. Twenty-seven police leaders were shadowed during and interviewed about their daily practices of policing. We found that police leaders learn foremost through their experiences by practising leadership within the context of police culture. We therefore argue for a shift from teaching to acknowledging learning through practice instead of learning through practice constituting missed opportunities for learning and being ‘due to chance’. The Norwegian police culture and the Norwegian Police Service not being a learning organization will strongly influence what Norwegian police leaders learn. Consequently, Norwegian police leaders learn management more than they learn leadership. We argue for combining management and leadership in future police leadership practices We also argue for the importance of enabling police leaders to construct their manoeuvring space, acknowledging the importance of a manoeuvring space in police leaders’ learning to ensure their learning results in changes in established practices.

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Kapucu, Hakan. "Technoversal Leader: Triumphant Leader of the Technological Era." International Journal of Progressive Sciences and Technologies 23, no. 1 (November 6, 2020): 440. http://dx.doi.org/10.52155/ijpsat.v23.1.2313.

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The new world order reminds disruptions and turmoil. Exponentially-developing technology plays a significant role in causing these radical changes. These rapidly-changing conditions affect leaders with all humans. As scientific knowledge, digital transformation, technology is a backbone at the point that humanity has reached. Thus, it has become a critical component, which affects leader behaviors and the skillset expected from them. In this context, this article introduces a new leader who distinguishes from other styles. This distinction arises from the skills that leaders must adopt in the future are different than the past, from the reality of the earth’s being on the edge of collapse, business leaders’ being obliged to act upon it. And along with these specific behaviors, the leaders’ having data-driven mindsets, being technology adept.

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Onwubuariri, Marie Clare P. "Reframing tension for transformation: Bridge-crossing | bridge-making | bridge-being." Review & Expositor 118, no. 3 (August 2021): 316–31. http://dx.doi.org/10.1177/00346373211064938.

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This article presents a leadership model called bridging that I continue to develop as I progressively acknowledge my embedded tendencies and tensions long-experienced at the intersections and margins of my multicultural self and in cross-cultural communities. From within this social location, I attempt to translate what has been a precarious leadership journey into an experiential model promoting intentional communities, interpretations, and activities with an overarching purpose of reframing tension for the work of transformation. My conceptualization of intentional communities has three descriptors: (1) multicultural, (2) value-driven, and (3) prophetic. I then invite leaders to consider their interpretations of three categories of common tensions: (1) tension among the community, (2) tension between reality and vision, and (3) tension residing within individual leaders. I posit that the practice of reinterpretation is crucial to the work of bridging. The praxis of bridging as a leadership model is then categorized into three interrelated activities: (1) bridge-crossing, (2) bridge-making, and (3) bridge-being. Each discussion is undergirded by a biblical exemplar and described as necessary for reframing destructive tension toward transformative tension. In the final section, I advocate that bridge-leaders commit to self-care through connectedness to what I explain as one’s spiritual home and core cultural home and as a crucial component in sustaining bridge leaders for their important role in helping communities reach their vision for personal, communal, and systemic change.

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Stewart, Daniel, Amy Klemm Verbos, Carolyn Birmingham, Stephanie L. Black, and Joseph Scott Gladstone. "Being Native American in business: Culture, identity, and authentic leadership in modern American Indian enterprises." Leadership 13, no. 5 (April 28, 2017): 549–70. http://dx.doi.org/10.1177/1742715016634182.

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Tribally owned American Indian enterprises provide a unique cross-cultural setting for emerging Native American business leaders. This article examines the manner in which American Indian leaders negotiate the boundaries between their indigenous organizations and the nonindigenous communities in which they do business. Through a series of qualitative interviews, we find that American Indian business leaders fall back on a strong sense of “self,” which allows them to maintain effective leadership across boundaries. This is highly consistent with theories of authentic leadership. Furthermore, we find that leaders define self through their collective identity, which is heavily influenced by tribal affiliation and tribal culture. We add to the literature on authentic leadership by showing the role that culture and collective identity have in creating leader authenticity within the indigenous community.

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De Klerk, Jeremias Jesaja. "Leading transitions in traumatically experienced change – a question of doing or being?" Journal of Organizational Change Management 32, no. 3 (May 13, 2019): 340–55. http://dx.doi.org/10.1108/jocm-04-2017-0099.

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Purpose The purpose of this paper is to explore change leadership in the context of traumatically experienced change. “Being-centeredness” is proposed as a change leadership paradigm, with the leader becoming a facilitative instrument who assists restoration of a healthy working environment, healed emotions and change transitioning. Design/methodology/approach This paper is a conceptual research paper. Conceptualizations of being-centeredness are developed by building on the discourse of change emotions in organizations and research on change leadership. Findings Change interventions are experienced more traumatic than often believed. Healing of these emotions is essential to avoid stuckness. Becoming an instrument of change enables being-centered leaders to assist the emotional healings of victims and survivors when change is experienced as traumatic, promoting individual transitioning, restricting resistance to enhance change readiness and resilience. Research limitations/implications Although conceptualizations are supported by an abundance of research and practical experience, as with any conceptual research, it lacks direct empirical evidence to support the conceptualizations. Practical implications Being-centeredness is an untapped inner capacity in many change leaders and change interventions. Explicitly normalizing and promoting being-centeredness and the further development of this capacity in leaders will allow this latent capacity to surface from its suppressed state, to be applied overtly. Originality/value The paper provides a new paradigm on leaders can and should deal with acute emotions that are often experienced from change, which focus more on the way of being of leaders, than competencies or change activities that must be done. This is likely to further emotional healing, change transitioning, resilience and ultimately change success.

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Kramer, Brianne N. "Being “Badass”." International Journal of Political Activism and Engagement 9, no. 1 (January 1, 2022): 1–12. http://dx.doi.org/10.4018/ijpae.315602.

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This article focuses on a case study of the Badass Teachers' Association, the largest nationwide teacher activist organization in the United States. The theoretical framework of social movement theory and community organizing provides a structure upon which to better understand the organization. Ten members of leadership participated in this study, which utilized a series of three interviews focusing on different aspects of leaders' beliefs and the role of the organization, while document analysis provided historical context for the development and evolution of the organization. Two themes—strength of identity and role of the organization—were found in the analysis of the data. The importance of the organization in furthering teachers' voices and expanding the organization's influence is discussed in the findings.

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Davison, Phil L. "A 24/7 Public Possession: Understanding the Dissonance and Grace of Being a Post- Secondary Leader." Canadian Journal of Higher Education 42, no. 2 (August 31, 2012): 13–33. http://dx.doi.org/10.47678/cjhe.v42i2.183580.

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This study explores the perspectives and understandings of post-secondary leaders and their contexts as described through the qualitative experiences of 12 Maritime Canadian leaders (presidents and vice-presidents) who work in contemporary, publicly funded, post-secondary institutions. Four themes emerge: balancing daily dissonance, learning experientially to lead, creating learning spaces, and needing moments of grace. The research reveals that leaders seek deeper understandings of their work and their characterization.

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Yoder, Janice D., Thomas L. Schleicher, and Theodore W. McDonald. "Empowering Token Women Leaders." Psychology of Women Quarterly 22, no. 2 (June 1998): 209–22. http://dx.doi.org/10.1111/j.1471-6402.1998.tb00151.x.

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We hypothesized that, in a masculine task, only token women leaders who were empowered through position (by being appointed leader) and expertise (trained with task-relevant information) and legitimated by a male experimenter as credible would be more effective in influencing the performance of their all-male groups than appointed-only and appointed-trained leaders. Thirty women undergraduates each led a small group of male students on a moon survival task. The hypothesis was supported. Videotapes of group interactions revealed that appointed-trained leaders interrupted group members and used tentative tag questions in failed attempts to share their task-relevant knowledge. In addition, group members reported the most dissatisfaction with appointed-trained leaders who, without legitimacy, violated diffused gender roles by presuming to be expert on a masculine task. The importance of the organizational empowerment of token women is underscored.

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Fitzgerald, Tanya. "Looking Good and Being Good: Women Leaders in Australian Universities." Education Sciences 8, no. 2 (April 20, 2018): 54. http://dx.doi.org/10.3390/educsci8020054.

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O'Connor, Ellen, and Denise Lucy. "Becoming and Being CEO: How Business Leaders Develop through Experience." Academy of Management Proceedings 2017, no. 1 (August 2017): 10846. http://dx.doi.org/10.5465/ambpp.2017.10846abstract.

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Cumpsty‐Fowler, Carolyn, and Laurie Saletnik. "Influencing Well‐Being in Perioperative Nursing: The Role of Leaders." AORN Journal 114, no. 5 (October 27, 2021): 426–29. http://dx.doi.org/10.1002/aorn.13548.

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Cloutier, Anika. "Leaders' Physical and Mental Well-Being: Antecedents, Expectations and Outcomes." Academy of Management Proceedings 2017, no. 1 (August 2017): 10631. http://dx.doi.org/10.5465/ambpp.2017.10631symposium.

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Palfreyman, David. "Herding Cats: Being Advice to Aspiring Academic and Research Leaders." Perspectives: Policy and Practice in Higher Education 16, no. 1 (January 2012): 36–37. http://dx.doi.org/10.1080/13603108.2011.611828.

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