Please use this identifier to cite or link to this item:
https://hdl.handle.net/2440/139897
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DC Field | Value | Language |
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dc.contributor.author | Chiu, C. | - |
dc.contributor.author | Howard, M. | - |
dc.contributor.author | Lopes, E. | - |
dc.contributor.author | Kulik, C.T. | - |
dc.contributor.author | Tuckey, M.R. | - |
dc.date.issued | 2024 | - |
dc.identifier.citation | Human Resource Management, 2024; 63(2):243-263 | - |
dc.identifier.issn | 0090-4848 | - |
dc.identifier.issn | 1099-050X | - |
dc.identifier.uri | https://hdl.handle.net/2440/139897 | - |
dc.description | First published: 25 October 2023 | - |
dc.description.abstract | Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well-being. However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self-care strategies to recharge, researchers and HR professionals know relatively little about (1) what specific self-care actions leaders can take and (2) how external crises such as COVID-19 constrain leaders' selfcare actions. To identify specific leaders' self-care behaviors, which we refer to as oxygen masks, we interviewed 41 healthcare managers in Australia during the COVID-19 pandemic in 2020. We presented a behavioral typology summarizing distinct oxygen masks that leaders used at different points in time. These oxygen masks include improving physical well-being, improving emotional/spiritual/social well-being, fulfilling managerial roles, and seeking collegial and organizational support. Moreover, we concluded that the COVID-19 restrictions made some of these oxygen masks less accessible, negatively impacting leaders' well-being. Our research conclusions have implications for theory and future studies on extending the literature associated with leadership development, leaders' resilience, and leaders' well-being. The results also provide HR professionals with practical suggestions about assisting line managers in improving their self-care and sustaining their leadership effectiveness. | - |
dc.description.statementofresponsibility | Chia-Yen Chiu (Chad), Matylda Howard, Edilene Lopes, Carol T. Kulik, Michelle R. Tuckey | - |
dc.language.iso | en | - |
dc.publisher | Wiley | - |
dc.rights | © 2023 The Authors. Human Resource Management published by Wiley Periodicals LLC. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited and is not used for commercial purposes. | - |
dc.source.uri | http://dx.doi.org/10.1002/hrm.22199 | - |
dc.subject | COVID-19; HR-leadership synergy; leader effectiveness; leader resilience; leader well-being; leaders' self-care; qualitative research | - |
dc.title | Put your own “oxygen mask” on first: A behavioral typology of leaders' self-care | - |
dc.type | Journal article | - |
dc.identifier.doi | 10.1002/hrm.22199 | - |
pubs.publication-status | Published online | - |
dc.identifier.orcid | Chiu, C. [0000-0002-3086-8324] | - |
Appears in Collections: | Business School publications |
Files in This Item:
File | Description | Size | Format | |
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hdl_139897.pdf | Published version | 3.06 MB | Adobe PDF | View/Open |
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