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Identifying TOXIC LEADERSHIP& Building Worker Resilience

机译:识别有毒领导和建筑工人的弹性

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摘要

Even though society seems to glamorize the idea of leadership, only recently has organizational and behavioral research focused on the negative features of "leaders gone bad." A leader who acts in self-interest, against the values of the parent organization, or ignores work rules with no apparent theme can be called toxic. Toxic leaders work under the radar of this romanticized view of leadership, and they create stress for the organization and for its members.The U.S. Army noticed these characteristics of toxic leaders as they endeavored to uncover reasons for high suicide rates among enlisted soldiers. Those researchers discovered that toxic leaders show morale-damaging behaviors but have even worse effects on resilience when they have conducive environments ("nobody seems to care") and tolerant followers (young people with little experience and a penchant to please others, often a characteristic of Millennials). Millennials are entering management positions now and will comprise 75% of the workforce in less than 10 years. Still, Millennials sometimes have a somewhat naive worldview that may open them sooner to the negative effects of toxic leaders than a more experienced worker.
机译:尽管社会似乎迷恋领导力的想法,但最近只有组织和行为研究,专注于“领导人变坏”的负面特征。以自身兴趣来抵抗父母组织的价值观的领导者,或者忽略没有明显主题的工作规则可以称为有毒。有毒的领导者在这一浪漫的领导地位的雷达下工作,他们为组织和成员产生压力。美国军队注意到这些有毒领导者的特点,因为他们努力在招生士兵中尚未发现高自杀率的原因。这些研究人员发现有毒领导人展示了士气损坏的行为,但是当他们有利于环境(“没有人似乎关心”)和宽容的追随者时更糟糕的效果(“没人似乎”)和宽容的年轻人和偏离其他人,往往是一个特征千禧一代)。千禧一代现在正在进入管理职位,并将在不到10年的时间内包括75%的劳动力。尽管如此,千禧一代有时会有一个略微天真的世界观,可能会越早开启有毒领导者的负面影响而不是更有经验的工人。

著录项

  • 来源
    《Professional safety》 |2019年第3期|38-45|共8页
  • 作者

    Gary L. Winn; Ava C. Dykes;

  • 作者单位

    Industrial and Management Systems Engineering Department at West Virginia University's Benjamin M. Statler College of Engineering and Mineral Resources;

    West Virginia University;

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  • 原文格式 PDF
  • 正文语种 eng
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