Keeping Positive and Building Strength: The Role of Affect and Team Leadership in Developing Resilience During an Organizational Crisis
Keeping Positive and Building Strength: The Role of Affect and Team Leadership in Developing Resilience During an Organizational Crisis
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DOI：
10.1177/1059601115578027
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发表时间：
2016-04-01
影响因子：
4.8
通讯作者：
Hadley, Constance Noonan
中科院分区：
文献类型：
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作者：
Sommer, S. Amy;Howell, Jane M.;Hadley, Constance Noonan
在医疗保健的组织危机期间，我们收集了来自426名团队成员和52名领导者的多层次数据。层次线性模型的结果描述了领导行为对团队成员弹性的影响，这种影响主要是通过情感机制实现的。具体而言，变革型领导与更高水平的积极影响和更低水平的消极影响，这反过来又预示着团队成员之间更高的弹性。相反的效果被发现的被动形式的例外管理（MBE）的领导。与预期相反，没有发现积极的MBE领导和影响之间的关系。领导者和团队成员的影响，以促进积极的影响和应变能力在危机中进行了讨论。
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.