{"title":"领导者何时会因追随者而感到压力?对面对面、虚拟和书面互动的研究","authors":"Elena Gesang, Ingo Klingenberg, Stefan Süß","doi":"10.1177/17427150231223827","DOIUrl":null,"url":null,"abstract":"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).","PeriodicalId":2,"journal":{"name":"ACS Applied Bio Materials","volume":null,"pages":null},"PeriodicalIF":4.6000,"publicationDate":"2023-12-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"When do leaders feel stressed by their followers? An examination of face-to-face, virtual and written interactions\",\"authors\":\"Elena Gesang, Ingo Klingenberg, Stefan Süß\",\"doi\":\"10.1177/17427150231223827\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"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).\",\"PeriodicalId\":2,\"journal\":{\"name\":\"ACS Applied Bio Materials\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":4.6000,\"publicationDate\":\"2023-12-25\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"ACS Applied Bio Materials\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1177/17427150231223827\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MATERIALS SCIENCE, BIOMATERIALS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"ACS Applied Bio Materials","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1177/17427150231223827","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MATERIALS SCIENCE, BIOMATERIALS","Score":null,"Total":0}
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).