The Role of Leadership in Occupational Stress 1st Edition by William Gentry, Cathleen Clerkin, Pamela Perrewé, Jonathon Halbesleben, Christopher Rosen, Cathleen Clerkin ISBN 9781786350619 1786350610

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Product details:

ISBN 10: 1786350610
ISBN 13: 9781786350619
Author: William Gentry, Cathleen Clerkin, Pamela Perrewé, Jonathon Halbesleben, Christopher Rosen, Cathleen Clerkin

The Role of Leadership in Occupational Stress 1st Edition Table of contents:

Workaholism among Leaders: Implications for Their Own and Their Followers’ Well-Being

Introduction

Workaholism: Initial Overview

Nomological Network of Workaholism

Personality Correlates

Distinguishing Workaholism from Work Engagement

Outcomes of Workaholism

Workaholism and Leadership: An Initial Foundation

Task-Oriented Behaviors

Relational-Oriented Behaviors

Change-Oriented Behaviors

Passive-Oriented Behaviors

A Conceptual Model Linking Core Workaholism Dimensions to Leader and Follower Well-Being Outcomes

The Workaholic Leader

Compulsion to Work

Cognitive Preoccupation with Work

Excessive Involvement in Work

Outcomes of Leaders’ Workaholic Behaviors

Work-Related Outcomes

Family-Related Outcomes

Individual Outcomes

Moderators of Leaders’ Workaholism and Leaders’ Well-Being Outcomes

Gender

Personality and Individual Differences

Followers’ Well-Being Outcomes

Crossover of Leaders’ Workaholism to Followers’ Well-being

Affective Workaholic Crossover

Cognitive Workaholic Crossover

Behavioral Workaholic Crossover

Crossover of Leaders’ Well-Being to Followers’ Well-Being

Contextual Moderators

Future Directions

Conclusion

References

Stress, Well-Being, and the Dark Side of Leadership

The Dark Side of Personality

Dark Tetrad

Axis II Approaches to Dark Personality

Honesty–Humility

Beyond Structuralist Approaches

Dark Personality and Leadership

Managerial Derailment

Incompetent or Evil?

Leadership and Work Stress

Leaders as a Source of Stress

Stressful Situations and Leader Emergence

Dark Personality Characteristics and the Experience of Stress

An Unfolding Model of Dark Personality, Stress, and Leadership

Conclusion

References

The Promise and Peril of Workplace Connections: Insights for Leaders about Workplace Networks and We

Relationships and Employee Well-Being

Positive Workplace Relationships

Networks and Well-Being

Centrality

Structural Holes

Embeddedness

Negative Networks

Implications for Leaders

What Can Leaders Do to Improve Their Own Well-Being?

Grow and Deepen Network Connections

Minimize Collaboration Overload

Manage the Tension of Being in the Middle

Improve Social Effectiveness

Manage Negativity and Spark Energy in Your Relationships

What Can Leaders Do to Improve the Well-Being of Their Employees?

Redesign Jobs for Overloaded Employees

Establish Clear Collaboration Norms

Create a Workplace That Reinforces Well-Being

Foster Energizing Relationships

Directions for Future Research

Positive versus Negative Ties

Managing the Boundary Spanning Role

Personality and Social Competencies

Context

Conclusion

Notes

References

Do You Believe What I Believe? A Theoretical Model of Congruence in Follower Role Orientation and It

Congruence in Follower Role Orientations and Relational Outcomes

Follower Role Orientation

Role Orientation Congruence and LMX

Role Orientation Incongruence and LMX

Passive and Coproduction Orientations

Active Manager with Passive and Coproduction Subordinates

Active Subordinate with Passive and Coproduction Manager

Congruence in Follower Role Orientations and Stress Outcomes

Role Orientation Congruence and Eustress

Role Orientation Incongruence and Distress

Passive and Coproduction Orientations

Active Manager with Passive and Coproduction Subordinates

Active Subordinate with a Passive and Coproduction Manager

LMX as a Mediator and Outcome of Stress: The Reciprocal Relationship

LMX as a Partial Mediator

Reciprocal Relationship between LMX and Stress

Conclusion

References

An Enrichment/Impairment Perspective on Leading in Multiple Domains: The Impact on Leader/Follower W

Introduction

A Model of Multidomain Leadership

The Enrichment/Impairment Lens

Spillover versus Crossover Effects

Shorter-Term/Single Episode of MDL

Moderators to the Engagement-Outcomes Relationship

Self-Regulatory Strength

Self-Awareness

Domain Requirement Similarity

Social Support

Longer-Term/Repeated Episodes of MDL

Feedback Loop

MDL Experience and Self-Efficacy

MDL Experience and Self-Awareness

MDL Experience and Self-Regulatory Strength

Crossover Effects: Leader Well-Being and Stress to Follower Well-Being and Stress

Discussion and Conclusions

Discussion

Directions for Future Research

Practical Implications

Acknowledgments

References

Resource Utilization Model: Organizational Leaders as Resource Facilitators

Resource Underutilization

Conservation of Resources (COR) Theory

Principles of COR Theory

Resource-Investment and Resource-Context Fit

Resource Utilization Theory

Resource Utilization Theory and the Role of Managers

Social Support Theory and the Role of Leaders

Conclusions

References

Holistic Leader Development: A Tool for Enhancing Leader Well-Being

The Relationship between Work Environment and Leader Well-Being

Leaders’ Neurophysiological Well-Being

The Impact of Sleep Deprivation on Leadership

The Impact of Threat Responses on Leadership

Leaders’ Subjective Well-Being

The Impact of Rumination on Leadership

Holistic Leader Development Practices

Mindfulness Practices

Performance and Well-Being Outcomes

Leader Applications and Future Directions

Social Connection

Performance and Well-Being Outcomes

Leader Applications and Future Directions

Positive Emotion Inductions

Performance and Well-Being Outcomes

Leader Applications and Future Directions

Body-Based Practices

Performance and Well-Being Outcomes

Leader Applications and Future Directions

Future Directions: Technology-Based Holistic Leader Development

Brain Training

Body-Based Feedback Devices

Conclusion

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William Gentry,Cathleen Clerkin,Pamela Perrewé,Jonathon Halbesleben,Christopher Rosen,Cathleen Clerkin,Leadership,Occupational Stress