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

IF 4.6 Q2 MATERIALS SCIENCE, BIOMATERIALS
Elena Gesang, Ingo Klingenberg, Stefan Süß
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引用次数: 0

摘要

本研究探讨了在哪些互动中以及为什么追随者的行为会被领导者视为具有压力。因此,我们对领导者进行了访谈,了解他们与追随者在面对面、虚拟和书面互动中产生的特别大的压力。我们发现,领导者的工作压力源可分为三类:领导者失去控制、领导者宝贵资源的(潜在)损失以及领导者角色的威胁。此外,我们还发现了领导者如何处理其中一些压力的不同日常模式和原型模式。此外,我们还识别出了工作与生活中的不良事件,并发现了几乎不感到压力的弹性领导者原型。我们的研究缩小了当前研究的差距,因为当前的研究大多只认为领导者的行为会给追随者带来压力。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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).
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来源期刊
ACS Applied Bio Materials
ACS Applied Bio Materials Chemistry-Chemistry (all)
CiteScore
9.40
自引率
2.10%
发文量
464
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