In times of change, leaders need to be more agile than ever. Adapting to new business strategies, working across cultures, dealing with temporary virtual teams, and taking on new assignments all demand that leaders be flexible and agile. But what does being "agile" mean? Are some leaders better at this than others and, if so, how did they get to be that way? Researchers at the Center for Creative Leadership (CCL ®) and Teachers College, Columbia University investigated these questions resulting in some important conclusions for leaders who wish to thrive in today's turbulent times.
Having struggled for several years with not only trying to define learning agility but attempting to measure this construct as well (Mitchinson, Gerard, Roloff, & Burke, 2012;Mitchinson & Morris, 2012)-a far more daunting task-it is our desire to state at the outset that we are grateful to DeRue, Ashford, and Myers ( 2012) for (a) their work on ''conceptual clarity '' and (b) helping us feel that we are no longer alone in our pursuit of definition and relevant theory. With these points in mind, we have three comments to contribute to the focal article. First, although the article provides academic rigor to the construct of learning agility that, to date, has been lacking, it potentially comes at a cost to the practical use of the construct's origins. Second, although the authors place much needed effort on clarifying exactly what is meant by the term ''agility,'' we argue that the term ''learning'' requires equal-perhaps greater-scrutiny. Finally, we close with an exploration of some of the benefits and challenges of constructing a measure of learning agility based on this new model.
Purpose The purpose of this paper is to argue for a revision of the concept of compassion fatigue in light of both its history and psychodynamics. Design/methodology/approach This paper calls into question conventional interpretations of compassion fatigue and the assumptions underlying them. As an alternative, a psychoanalytic interpretation is offered that sheds light on the phenomenon's unconscious and organizational dynamics. This interpretation also aligns with the concept's historical use in media and politics. Findings In contrast to the assumption that compassion fatigue arises from too much compassion, historical use of the term suggests just the opposite: compassion fatigue is the result of too little compassion. Healthcare literature on compassion fatigue has not only failed to account for this opposing view, but also the underlying psychodynamics at play. By attending to these neglected dimensions, healthcare scholars and practitioners can gain new insights into compassion fatigue and devise more sustainable interventions. Originality/value This paper reveals hidden dimensions to compassion fatigue that call into question conventional interpretations and offer novel perspectives on a core concern of healthcare work.
This paper critically examines the approach to studying and intervening in organizations that derives from the work of Melanie Klein. It proposes that Klein’s emphasis on reparation, while clearly valuable for effecting change, can also induce undue guilt that stymies employee subjectivity and damages the organization. The term “reparation compulsion” is offered to capture this particular dynamic. Defined as the incessant drive to atone for guilt, reparation compulsion has both individual and collective correlates that together constitute a unique and hitherto unexplored organizational pathology. Two vignettes are used to demonstrate the limits of reparation in a work setting before turning to Menzies’ classic case study of a nursing service, which is revisited in light of the pitfalls of guilt-driven labor. Together, these illustrations revise and expand upon Menzies’ concept of social defense, placing reparation compulsion at the core of a newfound “depressive” social defense system that has direct repercussions for those working in the caring professions, and particularly those afflicted with “compassion fatigue.” Specifically, the argument is made that compassion fatigue is not just an unfortunate side effect of caring, but constitutive of an organization in which repairing others requires a chronic disrepair of the self. The paper concludes with discussing the implications for the psychoanalytic study of organizations.
Purpose While considerable scholarly attention has been given to “millennials” (those born between 1981 and 1997), little is known of this generation’s ability to influence healthcare organizations and managerial roles in particular. This paper aims to clarify why millennials enter the healthcare management field and how their motivations correlate with preferences for working in various healthcare sectors and with various patient populations. Design/methodology/approach Survey data were collected from 107 millennials pursuing bachelor degrees in healthcare management by using a modified version of the multidimensional work motivation scale. Further data were collected on millennials’ preferences for working in various healthcare sectors and with various patient populations. Correlational analyses were conducted to examine the relationship between types of motivation and workplace preferences. Cross-cultural differences were also examined within this generational set. Findings Results indicate a significant positive relationship between intrinsic motivation and preferences for working on the payer side of the industry and within finance and IT functions. Findings also reveal a significant positive relationship between prosocial motivation and preferences for working with more vulnerable patient populations. Variance in work motivation among cultural sub-sets of millennials suggests different upbringings, or alternatively, cultural relativity of the motivational constructs themselves. Research limitations/implications Despite offering key insights into the next generation of healthcare managers, this study is limited by a sample of millennials from one large, metropolitan university in the USA and thus may not represent the views of all millennials. Practical implications To select, retain and develop the next generation of healthcare managers, it is incumbent upon organizations to better understanding millennials’ motivations and preferences. Originality/value This study is the first of its kind to illuminate the motivations and preferences that underpin a key and growing segment of the healthcare workforce. Millennials, now the largest and most diverse generation on the planet, are poised to change the landscape of health care.
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