The DOI matches its Crossref record; 17 of the 17 references it cites were found in a registry or an index.
Keeping Positive and Building Strength: The Role of Affect and Team Leadership in Developing Resilience During an Organizational Crisis
Abstract
During an organizational crisis in health care, we collected multilevel data from 426 team members and 52 leaders. The results of hierarchical linear modeling describe the influence of leader behavior on team members’ resilience, which is primarily through affective mechanisms. Specifically, transformational leadership was associated with greater levels of positive affect and lower levels of negative affect, which in turn predicted higher resilience among team members. Inverse effects were found for the passive form of management-by-exception (MBE) leadership. Contrary to expectation, no relationship was found between active MBE leadership and affect. The implications for leaders and team members to foster positive affect and resilience during a crisis are discussed.
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The measurement of experienced burnout
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Ordinary magic: Resilience processes in development.
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“Much of what we know about resilience in organizations to date is extrapolated from the fields of child development and psychodynamics (Block & Kremen, 1996; Masten, 2001; Sutcliffe & Vogus, 2003).”
POSITIVE PSYCHOLOGICAL CAPITAL: MEASUREMENT AND RELATIONSHIP WITH PERFORMANCE AND SATISFACTION
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“In combination with these other attributes in a measure of psychological capital, resilience predicts higher levels of employee performance and satisfaction (e.g., Luthans et al., 2007).”
BackgroundMethodResilient Individuals Use Positive Emotions to Bounce Back From Negative Emotional Experiences.
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BackgroundMethodInfluentialThe ripple effect: emotional contagion and its influence on group behavior
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Predicting unit performance by assessing transformational and transactional leadership.
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Positive Emotions Trigger Upward Spirals Toward Emotional Well-Being
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BackgroundIMPACT OF TRANSFORMATIONAL LEADERSHIP ON FOLLOWER DEVELOPMENT AND PERFORMANCE: A FIELD EXPERIMENT.
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Cited by
Resilience in the Workplace: A Multilevel Review and Synthesis
Hartmann, S., Weiss, M., Newman, A., & Hoegl, M. (2020) · Applied Psychology · doi:10.1111/apps.12191 · Cited by 521
The role of diversity in organizational resilience: a theoretical framework
Duchek, S., Raetze, S., & Scheuch, I. (2020) · Business Research · doi:10.1007/s40685-019-0084-8 · Cited by 300
Crisis leadership: A review and future research agenda
Wu, Y. L., Shao, B., Newman, A., & Schwarz, G. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2021.101518 · Cited by 280
Chadwick, I. C., & Raver, J. L. (2020) · Entrepreneurship Theory and Practice · doi:10.1177/1042258718801597 · Cited by 212
Leading for Resilience: Fostering Employee and Organizational Resilience in Tourism Firms
Prayag, G., Muskat, B., & Dassanayake, C. (2024) · Journal of Travel Research · doi:10.1177/00472875231164984 · Cited by 124
Metadata
- Authors
- Sommer, S. A., Howell, J. M., & Hadley, C. N.
- Venue
- Group & Organization Management
- Publisher
- SAGE Publications
- Published
- 2015-04-06
- Volume
- 41
- Issue
- 2
- Pages
- 172-202
- ISSN
- 1059-6011 (ISSN-L)
- 1552-3993
- OpenAlex
- W1999913508
- Cited by
- 217
- References
- 17
- FWCI
- 13.69
- Type
- journal article
- Language
- en
- Open access
- closed
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- Sommer, S. A., Howell, J. M., & Hadley, C. N. (2016). Keeping Positive and Building Strength: The Role of Affect and Team Leadership in Developing Resilience During an Organizational Crisis. Group & Organization Management. https://doi.org/10.1177/1059601115578027
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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