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What is Immediacy Gap

Handbook of Research on Entrepreneurship and Organizational Resilience During Unprecedented Times
Describes the idea that the brain’s inherent functions make people more susceptible to instant rewards over the attainment of things that have more future value.
Published in Chapter:
The Cohesive Factors in Building Resilience and Team Dynamism in a Turbulent Era: Team Motivation and the Organizationally Resilient
Rodney James Luster (University of Phoenix, USA), Elvire Daniels (University of Phoenix, USA), Stephen More (University of Phoenix, USA), and Alana Morales (University of Phoenix, USA)
DOI: 10.4018/978-1-6684-4605-8.ch020
Abstract
The effects of the COVID-19 pandemic on industry have also tested leaders and their organizations to explore the potentials of sustainability amidst such impacting conditions. Amidst this flurry of responsivity, a focus on protecting human capital and building resilience has emerged as a primary linchpin for continuity. Exploring the dynamics of authentic leaders and their processes for team development, alongside the pivotal role of teams in “knowledge organizations,” current effective business practices may provide insight into resilience-building for many more organizations. The focus of this contributive chapter is to examine organizational leadership and its important role in defining enhanced employee resilience practices during a turbulent era, with a closer look at the “cohesive factors” of durability and resilience as determinants of high-functioning teams and organizations.
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