Features Of Subjective Well-Being Of Leaders With Professional Deformations (Burnout)

Abstract

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Features Of The Ethnic Identity Of Specialists With Professional Deformations

“…1) burnout questionnaire "Maslach burnout inventory" (MBI) by Maslach & Jackson, adapted by Vodopyanova, in a modification of the interpretation of the results of Polyakova et al (2018) in order to determine the levels of emotional exhaustion (EE), depersonalization (D), reduction of personal achievements (RPA) and professional deformations in general (∑PD); 2) modification "Maslach burnout inventory" (MBI mod), performed by teachers of the department of psychology of professional activity of St. Petersburg State University, in a modification of the interpretation of the results of Polyakova (Polyakova et al, 2018), in order to determine the levels of emotional exhaustion (EE), depersonalization (D), reduction of personal achievements (RPA) and professional deformations in general (∑PD);…”

“…3) questionnaire on the definition of mental burnout (QDMB) by Farber, in adaptation of Rukavishnikova, in a modification of the interpretation of the results of Polyakova et al (2018), in order to determine the levels of psychoemotional exhaustion (PEE), personal distance (PD), reduction of professional motivation (RPM) and professional deformations in general (∑PD).…”

“…Professional deformations as a multidimensional construct lead to emotional and / or physical exhaustion, depersonalization as a component of professional deformations, manifested in a violation of relations in the "specialist-client" system, personal estrangement, reduction of personal achievements and professional motivation, which, in turn, reduces effectiveness professional performance, indicators of psychological health and subjective well-being of specialists (Mironova et al, 2018;Polyakova et al, 2018), and It is also a prerequisite for the emergence of conflicting production situations, which is especially acute in multinational work collectives with a decrease in ethnic identity and tolerance (Gong, 2007); Ethnocultural competence as a component of communication competence (Stefanenko & Kupavskaya, 2010).…”

Narratives of ‘bad leadership‘: Experiences and perspectives of successful Icelandic female leaders

“…This behaviour can lead to weaker, non-professional decision-making, tunnel vision and worse results for the organizations (Schuh et al, 2012;Kellerman, 2005;Higgs, 2009;Allio, 2007;Erickson et al, 2007). At the same time, the top director will endure more stress and is in more danger of burn-out and in risk of deteriorating health and well-being (Belyakova and Polyakova, 2017;Ronginska and Dolinski, 2020). It is important to stress that these leaders are not "bad" by nature but can become "bad" due to negative working conditions.…”

“…However, women are not necessarily better "by nature" to lead than men but company culture and cultural gender discrimination makes the corporate ladder more slippery for women than men and women are thus perhaps more likely to experience "bad leadership" on behalf of their former superiors and/or colleagues (usually male) their way up the corporate ladder (Blickenstaff, 2005;Böhmer and Schinnenburg, 2018;Eagly and Carli, 2007;Eagly et al, 2014;Acker, 2006;Akande, 1994;Bruckmuller and Brascombe, 2010;Haslam and Ryan, 2008). Women are also more likely to be in more stressful conditions by shouldering more responsibilities in their personal life than men so women in management may have developed valuable methods to cope with stressful working conditions (Doyle and Hind, 1998;Nelson and Burke, 2000;Belyakova et al, 2017). Women managers are a very good subject to highlight and study some of the predominant topics related to power dynamics in leadership and diversity problems in organisations worldwide.…”