Developing Leadership Resilience Through a Sense of Coherence

Dee Gray

A chapter in Contemporary Leadership Challenges from IntechOpen

Abstract: Leadership resilience is something that is accrued through experience. Becoming resilient necessarily involves the negative side of leadership and is one in which the leader often manifests symptoms of work-induced stress. When in this space, the leader often feels isolated, and the voice of the leader is quietened as few leaders are able to say they are afraid. This case study provides insight into one leader's journey, during which he was able to find his voice. In so doing he developed a sense of coherence, which enabled the leadership episode to become part of a broader narrative. The process was facilitated through a coaching relationship, one in which a resilience and Salutogenic model/process and interpretative phenomenological analysis was utilised.

Keywords: leadership; resilience; salutogenesis; sense of coherence; organisational change (search for similar items in EconPapers)
JEL-codes: M10 (search for similar items in EconPapers)
References: Add references at CitEc
Citations:

Downloads: (external link)
https://www.intechopen.com/chapters/52673 (text/html)

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:ito:pchaps:108421

DOI: 10.5772/65770

Access Statistics for this chapter

More chapters in Chapters from IntechOpen
Bibliographic data for series maintained by Slobodan Momcilovic ().