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A crisis event is out of the incidence that is stressful to many people. Stressor as an objective event causes stress in an individual however the level of stress is differently experienced. The affected individuals feel that they cannot fight a crisis event with common mechanisms of dealing. Leadership styles of managers in a large degree determine the proactivity of employees in the crisis events. There can be differentiated transactional, transformational and transcendental leadership. Historically, transactional leadership had been dominated over the years on board. Nowadays, there are more accents on transformational, or even transcendental leadership. Thus, different types of check-lists are introduced to increase situational awareness amongst employees especially in emergency situations. There are also different training and drills scenarios that cover different types of crisis events where employee affected learn how to react well trained and routinely. Familiarization with the anticipated situation, and “know what to do” in the real one, decreases the level of stress among individuals, and helps to react much calmer and focused. In this paper it was analyzed what is increasing individual resources to deal with stressful situation. In addition, individual reaction depends on the hierarchy’s structure aboard; concretely leadership styles determine the proactivity of employees, which can be crucial in emergency situations. Research should be continued in the more practical examples from different types of vessels (eg through polls among seamen who are experienced in various emergencies) where it would be possible to find what is increasing individual resources to deal with stressful situations, and what kind of leadership is preferred by crewmembers, traditional or neoteric ones?
A crisis event is out of the incidence that is stressful to many people. Stressor as an objective event causes stress in an individual however the level of stress is differently experienced. The affected individuals feel that they cannot fight a crisis event with common mechanisms of dealing. Leadership styles of managers in a large degree determine the proactivity of employees in the crisis events. There can be differentiated transactional, transformational and transcendental leadership. Historically, transactional leadership had been dominated over the years on board. Nowadays, there are more accents on transformational, or even transcendental leadership. Thus, different types of check-lists are introduced to increase situational awareness amongst employees especially in emergency situations. There are also different training and drills scenarios that cover different types of crisis events where employee affected learn how to react well trained and routinely. Familiarization with the anticipated situation, and “know what to do” in the real one, decreases the level of stress among individuals, and helps to react much calmer and focused. In this paper it was analyzed what is increasing individual resources to deal with stressful situation. In addition, individual reaction depends on the hierarchy’s structure aboard; concretely leadership styles determine the proactivity of employees, which can be crucial in emergency situations. Research should be continued in the more practical examples from different types of vessels (eg through polls among seamen who are experienced in various emergencies) where it would be possible to find what is increasing individual resources to deal with stressful situations, and what kind of leadership is preferred by crewmembers, traditional or neoteric ones?
This study investigated leader-member exchange (LMX) and abusive supervision (AbS) as predictors of psychological well-being (PWB) among bankers. Participants were 299 bank employees consisting of hundred and thirty (130) males (40.5%) and one hundred and sixty-nine (169) female (59.5%). Their ages ranged from 26-54years with a mean age of 40.5 and a standard deviation of 8.51. The study adopted correlation design and multiple regression statistics to analyze the data from structured questionnaires administered to 320 bankers selected from randomly selected banks in Awka South Local Government Area. Psychological well-being scale, Leader-member exchange scale, and Abusive supervision scale were used as instruments for data collection. Three hypotheses were tested anchored on psychodynamic theory to explain the relationship among variables under study. The results revealed that the first hypothesis confirmed LMX significantly predicted PWB at R2 = .156 (15.6%), F (16.41) = .001 p
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