Sensegiving and the role of cognitive shifts in the work of leadership

Sport Leadership: A New Generation of Thinking

“…This acknowledges the idea that reality is constructed through the views and interpretations of a collective group and not just through the ideologies of an individual. It also reinforces the idea infused within this Special Issue, that leadership is a collective rather than individual achievement (Cullen, Palus, Chrobot-Mason, & Appaneal, 2012;Foldy et al, 2008;Ospina & Foldy, 2010). This approach to leadership challenges deep-seated beliefs about how we have been 'socially constructed' to understand the individual nature of leadership within sport.…”

“…Each study has recognized that leadership is more than the work of individuals and their ability to assert influence or power over others. Rather, it is something created through the actions, conversations, language, and interactions between groups of people, and within a particular context (Foldy, Goldman, & Ospina 2008;Ospina & Foldy, 2010;Cullen-Lester & Yammarino, 2016). As the SFD articles particularly exemplify, the examination of leadership within a certain context recognizes the intertwining nature of leadership within a situation, as distinct from viewing leadership as being independent of context (Kihl et al, 2010).…”

A framework for examining leadership in extreme contexts

“…Pauchant and Mitroff (1992) and Pearson and Mitroff (1993) both highlight the critical roles leaders play to get an organization "crisis prepared." Unless the probability of an extreme event(s) occurring is readily perceived, leaders must overcome human tendencies to believe that "it can't happen to us," where leaders may need to create "cognitive shifts" in their groups (Foldy, Goldman, & Ospina, 2008) to better realize potential threats and the vigilance and preparedness required. From a sociological perspective, Clarke (2006) argues that "possibilistic thinking" is required where, even though an extreme event may be rare, the potential magnitude of consequences warrants planning and preparation.…”

“…As extreme events are often at least somewhat novel, the role leaders take in "sense-giving" to assist followers in sensemaking may be critical (Foldy et al, 2008). Leaders can provide organization members a sense of meaning to "get their bearings and then create fuller, more accurate views of what is happening and what their options are" (Weick, 1988, p. 310).…”

“…Repeated exposure to extreme events that cannot be controlled may over time create learned helplessness, leading to withdrawal and atrophy (McKean, 1994;Seligman, 1975). To rebuild a sense of personal safety, Janoff-Bulman and Frieze (1983) and Foldy et al (2008) suggest ways leaders use sense-giving to persuade followers that they are not powerless to address future extreme contexts and events. Staw (1980) further argues that organization members tend to seek justification when experiencing trauma, hoping to rationalize and justify the event and their reactions to it.…”