{"title":"韧性领导:仆人式领导对追随者韧性的影响","authors":"Jake Eliot","doi":"10.1177/1523422320945237","DOIUrl":null,"url":null,"abstract":"The Problem Businesses and their leaders regularly face disruptive change, uncertain economic futures and the pressure of improving employee well-being. To not only withstand these crises but to rebound and even grow stronger, organizations must develop resilient leaders and a resilient workforce. Human resource development (HRD) professionals are responsible for resilience development within an organization and need to understand whether the development of servant leaders also increases leader and workforce resilience. The Solution Leaders with a high level of resilience are able to respond in positive ways to crises their organizations may encounter and, by exhibiting that resilience and those positive responses, are able to increase the level of resilience of those around them. Servant leaders focus their efforts on meeting the psychological needs and health of their followers and are therefore well placed to positively impact subordinate resilience. This article explores the ability of servant leadership to positively impact and grow the resilient capacity of those impacted by the servant leader. It proposes that HRD professionals can increase the resilience capabilities of an organization through the development of servant leaders who also exhibit resilient behaviors. The Stakeholders This article benefits organizations, leaders, employees, and HRD professionals as well as resilience and leadership scholars and practitioners.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":null,"pages":null},"PeriodicalIF":3.1000,"publicationDate":"2020-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1523422320945237","citationCount":"31","resultStr":"{\"title\":\"Resilient Leadership: The Impact of a Servant Leader on the Resilience of their Followers\",\"authors\":\"Jake Eliot\",\"doi\":\"10.1177/1523422320945237\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"The Problem Businesses and their leaders regularly face disruptive change, uncertain economic futures and the pressure of improving employee well-being. To not only withstand these crises but to rebound and even grow stronger, organizations must develop resilient leaders and a resilient workforce. Human resource development (HRD) professionals are responsible for resilience development within an organization and need to understand whether the development of servant leaders also increases leader and workforce resilience. The Solution Leaders with a high level of resilience are able to respond in positive ways to crises their organizations may encounter and, by exhibiting that resilience and those positive responses, are able to increase the level of resilience of those around them. Servant leaders focus their efforts on meeting the psychological needs and health of their followers and are therefore well placed to positively impact subordinate resilience. This article explores the ability of servant leadership to positively impact and grow the resilient capacity of those impacted by the servant leader. It proposes that HRD professionals can increase the resilience capabilities of an organization through the development of servant leaders who also exhibit resilient behaviors. The Stakeholders This article benefits organizations, leaders, employees, and HRD professionals as well as resilience and leadership scholars and practitioners.\",\"PeriodicalId\":51549,\"journal\":{\"name\":\"Advances in Developing Human Resources\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.1000,\"publicationDate\":\"2020-08-29\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1177/1523422320945237\",\"citationCount\":\"31\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Advances in Developing Human Resources\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1177/1523422320945237\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"INDUSTRIAL RELATIONS & LABOR\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Advances in Developing Human Resources","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1177/1523422320945237","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"INDUSTRIAL RELATIONS & LABOR","Score":null,"Total":0}
Resilient Leadership: The Impact of a Servant Leader on the Resilience of their Followers
The Problem Businesses and their leaders regularly face disruptive change, uncertain economic futures and the pressure of improving employee well-being. To not only withstand these crises but to rebound and even grow stronger, organizations must develop resilient leaders and a resilient workforce. Human resource development (HRD) professionals are responsible for resilience development within an organization and need to understand whether the development of servant leaders also increases leader and workforce resilience. The Solution Leaders with a high level of resilience are able to respond in positive ways to crises their organizations may encounter and, by exhibiting that resilience and those positive responses, are able to increase the level of resilience of those around them. Servant leaders focus their efforts on meeting the psychological needs and health of their followers and are therefore well placed to positively impact subordinate resilience. This article explores the ability of servant leadership to positively impact and grow the resilient capacity of those impacted by the servant leader. It proposes that HRD professionals can increase the resilience capabilities of an organization through the development of servant leaders who also exhibit resilient behaviors. The Stakeholders This article benefits organizations, leaders, employees, and HRD professionals as well as resilience and leadership scholars and practitioners.
期刊介绍:
Advances in Developing Human Resources is a bi-monthly journal whose single issues explore and examine discrete topics. These single issues (or "back issues," once the subsequent issue is published) are available individually or in quantities for use in a classroom or training environment. Balancing practice, theory, and readability, each issue is devoted to important and timely topics related to the development of human resources. The content of the journal spans the realms of performance, learning, and integrity within an organizational context. Readable and relevant to practitioners, each issue is grounded in sound research and theory and edited by a top scholar in the field.