Crafting solutions to leadership demands for well-being and effectiveness

Patrick F. Bruning, Hsin-Chen Lin, and Ching-Yi Hsu

Business Horizons, 2022, vol. 65, issue 5, 603-615

Abstract: Leadership is a prominent function within organizations and social entities, and research suggests leadership that is more active tends to be more effective. However, emerging research contends that more active leadership can place stressful demands on leaders, which can jeopardize their well-being and eventual effectiveness. In this article, we draw from research on job demands, job resources, and stress coping to outline an applied framework of leader strain management. The model explains how leadership demands (i.e., the challenges/hindrances leaders face) can influence leader strains (i.e., negative implications of the demands) and how leader resources (i.e., tangible/intangible assets) can be leveraged through coping activities to resolve demands or reduce strains. We propose five guidelines for leaders seeking to balance engaging their leadership responsibilities with maintaining their well-being and sustaining their effectiveness over time.

Keywords: Leadership demands; Job stress; Job demands and resources; Job crafting (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/S0007681321001397
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:bushor:v:65:y:2022:i:5:p:603-615

DOI: 10.1016/j.bushor.2021.07.016

Access Statistics for this article

Business Horizons is currently edited by C. M. Dalton

More articles in Business Horizons from Elsevier
Bibliographic data for series maintained by Catherine Liu ().