Leadership Thriving In Disruptive And Stressful Work Environments

Abstract

This paper explores leadership thriving used by mid level managers when faced with disruptive and stressful events occurring in the workplace. In an analysis of 18 narratives provided by 10 managers in the public sector - events described as having gone well by the managers - six domains differentiated a thriving manager from those who had only coped or survived the ordeal. Using an a priori theory and emergent qualitative coding strategy, data were extracted and coded into subthemes. Managers who were thriving: were able to regulate their own emotional reactions, reframed the problem or situation as solvable and an opportunity, utilized personal self-care strategies, adopted a systems perspective, were communicative about what was happening, helped others to cope, and created collaborative strategies to address the issues in constructive ways. Results are discussed in terms of the lessons for leadership effectiveness when dealing with complex and disturbing organizational events.