Author
Listed:
- Kijan Vakilzadeh
- Peter Eberl
Abstract
Previous research has addressed the question of how to increase the resilience of managers. Yet, it has largely neglected the fact that too much resilience can be associated with additional liabilities that affect an organization’s ability to cope successfully with adversity, i.e., organizational resilience. We seek to examine conceptually this potentially dark side of managers’ resilience. In doing so, we focus on three main liabilities associated with being too resilient on an individual level: 1) the inhibition of sensemaking, 2) an escalation of commitment to a falling course of action, and 3) the deliberate withdrawal from an organization’s attempts to cope with an adverse situation. / Organisationen sehen sich mannigfaltigen Herausforderungen und Krisen entgegengesetzt. Diese erfolgreich zu überwinden, damit beschäftigt sich die Forschung zur Resilienz in und von Organisationen. Bestehende Forschung zeigt hierbei auf, dass organisationale Resilienz von ebenso resilienten Führungskräften abhängig ist. Dieser positive Zusammenhang ist jedoch trügerisch, denn ein hohes Resilienzniveau von Führungskräften kann für Organisationen auch hinderlich sein. Im Rahmen dieses Beitrags soll diese potenziell dunkle Seite individueller Resilienz näher betrachtet werden. Spezifisch blicken wir auf drei Bereiche, in denen sich „zu viel“ Resilienz von Führungskräften nachteilig auf Organisationen auswirken kann: einer Beeinträchtigung des Sensemaking und der damit einhergehenden eingeschränkten organisationalen Reaktionsfähigkeit auf Krisen, dem Festhalten an vermeintlich destruktiven Entscheidungen, sowie dem Erhalt eigener Ressourcen auf Kosten der Organisation und deren Mitglieder.
Suggested Citation
Kijan Vakilzadeh & Peter Eberl, 2022.
"Die Dunkle Seite der Führungsresilienz,"
Der Betriebswirt, Duncker & Humblot, Berlin, vol. 63(3), pages 137-147.
Handle:
RePEc:dah:aeqdbw:v63_y2022_i3_q3_p137-147
DOI: 10.3790/dbw.63.3.137
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