大流行期间的领导:从运动心理学中收集的经验教训

IF 1.4 4区 医学 Q3 PSYCHOLOGY, APPLIED
Justine J. Reel
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引用次数: 0

摘要

aaa令人震惊的是,《临床运动心理学杂志》(JCSP)编委会在芝加哥亲自开会已经一年多了。我们试图为那些无法登机的人提供一个虚拟选择,而我们的会议室里的互联网异常不稳定。关于我们是否应该在美国心理协会或应用运动心理学协会会议期间举办2020年年年会,存在一些争论。谁会意识到我们会陷入社会停顿、疫情封锁和“要么放大,要么缩小”的运作方式?今年3月,当新冠肺炎病例报告袭击意大利和世界其他地区时,我们谁也没能预料到对我们日常生活和职业现实的广泛影响。回到我们国家停摆之初,我发现自己身兼数职。在大学里,我管理着两个部门——一个是赞助项目的临时主管,一个是研究合规职位,还有我的副院长职位。我还继续担任《临床运动心理学杂志》的主编。在疫情的不确定性的几个月里,管理人员迫使我以同情的态度领导,并借鉴我在体育和锻炼心理学方面的背景,获得许多必要的工具,以成功激励我的团队成员。提供健康、开放的沟通;确定已定义的角色、目标和期望;对于那些发现自己被隔离在餐厅的最自律、最独立的员工来说,提供积极、持续的反馈也变得越来越必要。我寻找了各种保持联系和保持团队成员参与的方式——WhatsApp、Microsoft Teams、Zoom和简单的电话。进行团队和个人登记变得频繁。突然间,我自称富有同情心和真诚的领导风格陷入了同情心疲劳的地带。我真的撞到墙上了。有人精疲力竭吗?考虑到我们过去(现在)处于前所未有的时代,这是有道理的。病毒的传播超出了我们的控制。几天之内,我们从一个以面对面互动为主的运营转变为一个只在网上运营的运营。当时,我在大学里总共监督了17名直接下属。每个
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Leading During a Pandemic: Lessons Gleaned From Sport Psychology
aaa It is jolting to realize that it has now been over a year since the Journal of Clinical Sport Psychology (JCSP) editorial board was meeting in person in Chicago. We were attempting to offer a virtual option to those who could not make the flight and Internet was unusually spotty in our conference room. There was some debate over whether we should host the 2020 annual meeting during the American Psychological Association or at the Association for Applied Sport Psychology conference. Who would have realized that we would be embroiled in a societal pause, pandemic lockdown, and “Zoom or bust” modus operandi? In March of this year when reports of COVID-19 cases were hitting Italy and other parts of the world, none of us could have anticipated the extent of the widespread impact on our daily lives and professional realities. Rewind to the beginning of our country’s shutdown when I found myself fulfilling several leadership roles. At the university, I was managing two units—an interim director for sponsored programs, a research compliance position, and my associate dean role. I was also continuing my service as the editor-in-chief for the Journal of Clinical Sport Psychology. Managing people during the months of the pandemic’s uncertainty forced me to lead with compassion and to borrow from my background in sport and exercise psychology for many of the necessary tools to successfully motivate my team members. Providing healthy and open communication; identifying defined roles, goals, and expectations; and offering positive and continuous feedback were increasingly necessary for even the most selfdisciplined and independent employees who found themselves isolated to their dining rooms. I searched for diverse ways to stay connected and to keep my team members engaged—WhatsApp, Microsoft Teams, Zoom, and the simple telephone call. Doing team and individual check-ins became frequent. Suddenly my selfproclaimed compassionate and authentic leadership style tookme right into a zone of compassion fatigue. I literally hit a wall. Burnout anyone? This made sense given that we were (and remain) in unprecedented times. The spread of the virus was out of our control. Within days, we shifted from being an operation that thrived on face-to-face interactions to one that was solely online. At the time, I was supervising a total of 17 direct reports within the university. Each of
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来源期刊
CiteScore
3.20
自引率
10.50%
发文量
35
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