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The Role of Leaders in Facilitating Healing After Organizational Trauma

The Role of Leaders in Facilitating Healing After Organizational Trauma

Lynda Byrd-Poller, Jennifer L. Farmer, Valerie Ford
Copyright: © 2017 |Pages: 23
ISBN13: 9781522520214|ISBN10: 152252021X|EISBN13: 9781522520221
DOI: 10.4018/978-1-5225-2021-4.ch014
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MLA

Byrd-Poller, Lynda, et al. "The Role of Leaders in Facilitating Healing After Organizational Trauma." Impact of Organizational Trauma on Workplace Behavior and Performance, edited by Stanislav Háša and Richard Brunet-Thornton, IGI Global, 2017, pp. 318-340. https://doi.org/10.4018/978-1-5225-2021-4.ch014

APA

Byrd-Poller, L., Farmer, J. L., & Ford, V. (2017). The Role of Leaders in Facilitating Healing After Organizational Trauma. In S. Háša & R. Brunet-Thornton (Eds.), Impact of Organizational Trauma on Workplace Behavior and Performance (pp. 318-340). IGI Global. https://doi.org/10.4018/978-1-5225-2021-4.ch014

Chicago

Byrd-Poller, Lynda, Jennifer L. Farmer, and Valerie Ford. "The Role of Leaders in Facilitating Healing After Organizational Trauma." In Impact of Organizational Trauma on Workplace Behavior and Performance, edited by Stanislav Háša and Richard Brunet-Thornton, 318-340. Hershey, PA: IGI Global, 2017. https://doi.org/10.4018/978-1-5225-2021-4.ch014

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Abstract

Effective 21st century organizations build cultures that adapt to an unpredictable and changing environment. However, organizational change can be traumatic. This chapter endeavors to make a contribution to knowledge about organizational trauma and leader behaviors - specifically what leaders can do when there are signs of trauma in the organization due to organizational change. Trauma is a psychosocial response to a perceived or actual event beyond one's control that results in personal feelings of overwhelming helplessness. Moreover, this chapter will examine how leader behaviors influence employee engagement and professional identity. The chapter provides background information about employee engagement in general and its positioning inside a broader framework called work-related well-being. The authors also link professional identity to the trauma of organizational change.

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