Resilient Leader Research Articles

Becoming an Authentic, Resilient Leader: An Interactive Workshop to Enhance Your Abilities to Lead

From the advent of generative AI, to patients’ evolving expectations of enhanced longevity and quality of life, to the need for more equitable systems of care—our field is facing unprecedented challenges and opportunities. The leaders of today and tomorrow will need to navigate these and many other unexpected challenges as the fields of medicine, and geriatric mental health specifically, continue to transform.Although mental health professionals train for many years to become competent experts in their fields, most receive minimal training in leadership. Explicitly naming, developing, and embracing one's leadership potential and skills can be a particularly gratifying part of one's professional journey. While much has been written about essential skills for leaders, we focus here on two of the most relevant, particularly in today's rapidly evolving healthcare landscape: authenticity and resilience.Authentic leaders lead by reflecting their values outwardly—through their behavior and decision-making—and, while showing confidence, also demonstrate their own vulnerability. While some may view showing vulnerability as paradoxical to being a strong leader, authenticity has been demonstrated to be an extremely important quality in today's leaders.In addition to authenticity, resilience—the ability to bounce back when confronting adversity—is another crucial quality needed by today's leaders. Resilient leaders maintain their composure in the face of significant stress, without “activating” or agitating those around them. They also are able to tolerate uncertainty and to handle both their own and others’ mistakes with a mature combination of grace and forthright accountability.Leaders who combine authenticity and resilience tend to draw others toward them, foster resilience in their teams, serve as role models, and provide coaching that empowers their teams to develop professionally and enhance their own leadership skills.This session will provide an interactive framework to discuss these two key components of leadership. Given the broad topic of leadership, we have selected these two themes in order to focus the discussion on these two vital, yet arguably less frequently discussed, elements of leadership.The session will provide ample time for both small-group breakout discussions as well as large-group discussion. The session leaders will be four Chairs of Departments of Psychiatry (Laura Dunn, University of Arkansas for Medical Sciences; Helen Kales, University of California, Davis; Eric Lenze, Washington University; and Rajesh Tampi,; Creighton University), who served on last year's very well-received Plenary Session entitled, “Finding Joy in Your Career: A Conversation with Chairs of Psychiatry.” The audience's questions and feedback after that session indicated a desire for more in-depth discussion on many aspects of leadership and professional development. This year, we focus on two of those aspects. Two of the session leaders are women, who will also discuss aspects of leadership that may be specific to women. The session leaders will serve as facilitators of small-group discussions as well as providing their own perspectives on authenticity and resilience during the larger group discussion time.

When do leaders feel stressed by their followers? An examination of face-to-face, virtual and written interactions

This study examines in which interactions and why followers’ behaviors can be perceived as stressful by leaders. Therefore, leaders were interviewed about particularly stressful interactions with a follower in face-to-face, virtual and written interactions. We find leaders’ stressors at work to fit three categories: leader’s loss of control, (potential) loss of the leader’s valuable resources, and threats to leader’s role. Moreover, we identify diverse daily as well as prototypical patterns of how leaders deal with some of them. Additionally, we identify undesirable work-life events and find a prototypical resilient leader characterized by feeling nearly no stress. Our study reduces the current research gap of mostly considering only leader behavior to be stressful (for followers).

Why and How to Become a More Resilient Leader

Why do some healthcare leaders, teams, and organizations falter during and after a crisis, while others adapt and grow even stronger? The answer lies in their resilience, a complex, multi-faceted topic involving numerous domains and mediating factors. This article explores what it means to be a resilient leader and the typical behaviors that resilient leaders demonstrate to their employees. It offers 25 practical strategies that leaders can use to become more resilient. This article then suggests how leaders may be able to overcome the typical obstacles to their resilience, including their own neurobiology and a number of psychosocial, developmental, and environmental factors. It describes how leaders can build more resilient healthcare organizations by strengthening commitment, routines, rules, and improvisation. Finally, this article offers 12 strategies leaders can use to build more resilient teams.

The role of safety leadership in nursing management during the pandemic

The role of safety leadership in nursing management during the pandemic

The Resilient Leader: Surviving, Coping, and Thriving in Difficult Times

The Resilient Leader: Surviving, Coping, and Thriving in Difficult Times

Near-optimal knowledge-free resilient leader election

Leader election, is a fundamental coordination problem in distributed systems. It has been addressed in many ways for different systems. Among these approaches, resilient leader election algorithms are of particular interest due to the ongoing emergence of open, complex distributed systems such as smart cities and the Internet of Things. However, previous algorithms attaining the optimal scaling of O(diameter) stabilization time complexity either assume some prior knowledge of the network or else that very large messages can be sent. In this paper, we present a resilient leader election algorithm with O(diameter) stabilization time, small messages, and no prior knowledge of the network. This algorithm is based on aggregate computing, which provides a layered approach to algorithm development based on composition of resilient algorithmic “building blocks.” With our algorithm, a key design function g(⋅) defines important performance attributes: a fast-growing g(⋅) will delay discarding of obsolete data, while a slow-growing g(⋅) will slow down convergence to a single leader. We prove that the best asymptotic behavior for g(x) is (1+2)x+o(x), guaranteeing a near-optimal time complexity of (2+22) diameter + o(diameter) rounds for stabilization.

Characteristics of a resilient leader of a humanitarian organization

Under the influence of ecological, economic, political and other changes, organizations, employees and their leaders inevitably and regularly face impacts that are reflected in the experience of uncertainty about their future prospects. To resist these crises, rebuild and develop, organizations must form resilient leaders and employees. The development of resilient leaders increases the ability to positively influence the entire staff of the organization and becomes their strategic advantage in overcoming difficult periods. We are convinced that such development of resilient leadership should be selected specifically for each organizational environment, its features and tasks. In this regard, the purpose of our research was to study such characteristics of the leaders of the organization that employees define as resilience and whether the subjective perceptions of employees can contribute to the choice of methods to strengthen the resilience of the organization. The empirical study involved specialists of a non-profit organization performing professional duties of staff and volunteers (N = 106, men 7.5%, women 92.5%, average age 36.7). Content-analysis was used as a research method. The results showed that the study of the characteristics of the subjective perceptions of the organizations employees about the characteristics of the resilience of their leaders can form an idea of which areas of leadership strategies require changes, which are sufficiently resourceful and can be used to select support measures, which will contribute to the targeted and specific assistance required by the organization to strengthen its resilience and the resilience of its employees. Further research in this area will be useful for a deeper understanding of the phenomenon of professional resilience and can be applied for practical purposes to manage professional resilience to help organizations and professionals overcome crises, recover and continue their development.

The Resilient Leader – How to Thrive When Facing The Challenge of Change

The Resilient Leader – How to Thrive When Facing The Challenge of Change

Resilient leader tracking for networked Lagrangian systems under DoS attacks

In this paper, we consider the leader tracking problem of a directed networked Lagrangian systems under denial-of-service (DoS) attacks on communication links. To this end, a new adaptive distributed resilient control scheme is proposed to resist the influence of the DoS attacks. Under the proposed control framework, the local controllers are allowed to update their control signals aperiodically and asynchronously. The resulting system is analyzed based on an improved multidimensional small gain approach. Under the derived sufficient conditions, which significantly relax the existing convergence conditions that depend on the duration and frequency of DoS attacks for linear systems, the proposed control scheme can almost ensure the resilient leader tracking under arbitrary DoS attacks with bounded durations and frequencies.

Do We Need a New Leadership Paradigm Due to Covid-19?

Explores whether the changing context of COVID-19 requires new leadership skills in organizations and, perhaps even, a new context-specific leadership theory. Fourteen professional blogs and reports related to leadership skills and practices in response to COVID-19, published in the professional online literature during the height of the pandemic (March 16 - December 20, 2020) were reviewed in terms of suggested new leadership style dimensions and contrasted with the tenets of existing academic leadership theories. The proponents of an emerging leadership style advocate that in dealing with the pandemic, leaders must be able to manage their organizations in turbulent times, lead a distributed workforce of individuals and teams, and become a resilient leader themselves. Synthesis: The analysis suggests the leadership dimensions called for during the pandemic were already present in transformational leadership theories (e.g., authentic, shared feminine, servant and crisis leadership theories) but that the pandemic provided the structural break accelerating the existing transformational leadership paradigm. COVID-19 also confirmed leadership matters and the command-and-control leadership style—still prevalent in many of our top-down bureaucratic organizations—is outdated.

Being a Resilient Leader During Turbulent Times

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.

Resiliency in dynamic leader–follower multiagent systems

Resilient control of multiagent systems (MASs) in the presence of dynamic leaders is studied in this paper. We consider a network of agents consisting of a leader, a set of healthy agents, and a set of attacked malicious agents. The objective is developing a control strategy for the healthy agents to follow the trajectory of the leader, while they are in interaction with the unknown malicious agents. The main contribution of this paper is resilient leader–follower control of MASs when a dynamic leader determines a continuous time-varying trajectory for the MAS. By defining the concept of r-robust leader–follower graphs, we propose and analyze sufficient conditions on interaction among the agents such that the mentioned objective is achieved. Numerical examples verify the accuracy of the proposed control scheme.

A Resilient Leader Election Algorithm Using Aggregate Computing Blocks

Leader election, a fundamental coordination problem in distributed systems, has been addressed in many different ways. Among these works, resilient leader election algorithms are of particular interest due to the ongoing emergence of open, complex distributed systems such as smart cities and the Internet of Things. However, previous algorithms with O(diameter) stabilization time complexity either assume some prior knowledge of the network or that very large messages can be sent. In this paper, we present a resilient leader election algorithm with O(diameter) stabilization time, small messages, and no prior knowledge of the network. This algorithm is based on aggregate computing, which provides a layered approach to algorithm development based on composition of resilient algorithmic "building blocks." With our algorithm, a key design parameter K defines important performance attributes: a larger K will delay the recovery from loss of current leader, while a small K may lead to multiple leaders, and the algorithm will stabilize with O(diameter) time complexity when K ≥ 2.

PsyRes: Developing a concept of the psychologically resilient leader

The concept of leader's psychological resilience (PsyRes) is offered as a key in filling the need in today’s highly complex and fast-paced world to be able to handle problems, ambiguity, change, and a host of other demands while still maintaining a focus on the people in the organization that work to make the things happen each and every day to keep the organization viable. Resiliency dictates whether a disruptive life event will result in a digression of that person's life or transform it in a positive manner. The author posits that, based on the concepts of resiliency in the literature, PsyRes consists of three major components: emotional intelligence, authenticity, and meaning in life.

Vignette development for determining the personal characteristics of resilient leaders

Resiliency have a meaning of being flexible, adapting to change, having a strong awareness, being optimistic and bounce back from risk, stress or uncertainty. The purpose of this study is to determine the personal characteristics of resilient leaders by using vignettes. The approach of this research is qualitative which was designed in two steps (structured interviews and vignette development). Based on the data gathering from interviews, short vignettes were designed for future research purposes in this area. It was found that three personality characteristics (optimism, self-efficacy and self-esteem) will determine the resilient leader behavior in the sample of basketball organization. There are several limitations that should be associated for this study. Firstly, structured interviews have the low popularity and participation. Secondly, as suggesting vignettes for this study, there is a lack of statistical data. This study is valuable to understand the relationship between personality characteristics and resilient leader behavior in sports area.

Table of Contents

Abstract Hesselbein + Company FRANCES HESSELBEIN THE SEARCH FOR COMMON GROUND Redefining what we do against a new appreciation of why we do what we do. SAM T. MANOOGIAN MAINTAINING YOUR FOCUS How to find time to deal with the critical issues that can make or break you. MARSHALL GOLDSMITH TRY FEEDFORWARD INSTEAD OF FEEDBACK Focus on the promise of the future rather than the mistakes of the past. CHARLES W. ROBINSON BACK TO REALITY Leaders need to rethink attitudes and change approaches. Executive Forum LARRY BOSSIDY THE DISCIPLINE OF GETTING THINGS DONE Leaders who do not pay attention to how their companies get things done are running companies that don't do things well. DANIEL GOLEMAN LEADING RESONANT TEAMS How leaders can release energy in their teams so that everyone can focus on getting the job done. JAMES CHAMPY BUILDING TRUST BETWEEN LEADERS AND CAPITAL MARKETS Increasing demands for financial transparency are creating new challenges for leaders. GERVASE R. BUSHE THE INNER CORE OF LEADERSHIP Leaders need to balance deep human needs. RAY SMILOR LEADERSHIP LESSONS FROM EMPLOYEE‐OWNED COMPANIES How to create organizational citizens. From the Front Lines GLOBAL TEAMS PEOPLE COUNT MORE THAN STRUCTURE Getting the informal relationships right is tougher than aligning the structure—and more important. COMPETITIVE ADVANTAGE SIX KEYS TO INTELLIGENT PARTNERING A smart partner is worth as much as or more than a smart system. NEW PARADIGMS INNOVATIVE FORMS OF ORGANIZATION Companies that seek to lead in innovation need to look beyond the R&D lab. THE RESILIENT LEADER FALL DOWN SIX TIMES, GET UP SEVEN How to thrive in perilous and unpredictable times.