Leader Well-Being: A Situated Role-Demands Perspective

Le résumé fourni par la source

Although leadership is associated with increased autonomy and control at work, leaders also face unique job demands which contribute to their well-being. Our symposium explores the myriad job demands faced by leaders, with considerable focus on the experiences of middle managers. This symposium includes four papers that address leader well-being: focusing on the boundary-spanning behaviors, vision-translation, performance pressure, and interpersonal requirements faced by leaders. Situating our work on the experiences of middle managers, we also explore outcomes unique to the leader well-being space including protecting follower boundaries, engaging in controlling leader behaviors, and the potential for leaders to self-demote (i.e., step down from their leadership role). The symposium also invites Dr. Jennifer Nahrgang, as discussant to facilitate a conversation on the impact of leader demands. Leaders at the Boundary: Demands and Benefits of Boundary Spanning and Their Consequences Author: Hanho Lee; The Ohio State University Author: Hun Whee Lee; The Ohio State University The Interactive Effects of Vision Translation and Leader Cynicism Toward Top Management Author: Remy E. Jennings; Florida State University Transformational Leadership's Ripple Effect: Strain Cascades Through Organizational Hierarchies Author: Aran Cho; Michigan State University Author: Russell Eric Johnson; Michigan State University Extraverts Step Up, But Do They Also Step Down? Unpacking Leader Extraversion-Burnout Relationship Author: Mahira Ganster; University of Cincinnati Author: Jerel Slaughter; The University of Arizona Author: Zixu Zhang; The University of Arizona Author: Ke Bi;

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