When leader self-care begets other care: Leader role self-compassion and helping at work.

Lanaj, Klodiana; Jennings, Remy E.; Ashford, Susan J.; Krishnan, Satish

doi:10.1037/apl0000957

Cited by 22 publications

(30 citation statements)

References 107 publications

(161 reference statements)

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“…The self-regulatory effects of self-compassion may apply more broadly to all employees, as we find beneficial effects for this mindset in a sample of workers across a broad range of industries and job levels. Thus, taken together, our work and the work of Lanaj et al (2021) suggest that self-compassion may be beneficial for fulfilling role responsibilities at work, but that the contextualization of self-compassion may matter. For leaders, tying self-compassion to their leader role seems to benefit work performance through leader identity.…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 69%

“…For example, our work shares a focus with the work of Lanaj et al. (2021) in examining how self‐compassion can be an asset for performance at work. Lanaj et al.…”

Section: Discussionmentioning

confidence: 90%

“…considered the effects of leader role self-compassion for leader helping and stakeholder perceptions via leader identity. AsLanaj et al (2021) noted, leader identity is relevant to leaders (vs. non-leaders)…”

mentioning

confidence: 99%

“…Our findings extend recent work on self-compassion in organizational settings. For example, our work shares a focus with the work ofLanaj et al (2021) in examining how self-compassion can be an asset for performance at work Lanaj et al (2021). considered the effects of leader role self-compassion for leader helping and stakeholder perceptions via leader identity.…”

mentioning

confidence: 99%

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Self‐compassion at work: A self‐regulation perspective on its beneficial effects for work performance and wellbeing

Jennings

Lanaj

Kim

2022

Personnel Psychology

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The work environment is fraught with complex demands, hardships, and challenges, highlighting the need to approach work with self‐compassion each day. We propose that work self‐compassion—a mindset of kindness, gentleness, and care toward oneself as an employee—may generate the resources and motivation needed for self‐regulation at work. Drawing from integrated self‐control theory (ISCT) and theory on self‐compassion, we suggest that on days when employees hold a work self‐compassionate mindset, they will exhibit greater work performance and wellbeing via enhanced resource capacity and motivation. In an experimental experience sampling study, we found that a work self‐compassionate mindset reduced depletion and increased work self‐esteem and thereby heightened daily work engagement and daily resilience. Consequently, employees made greater goal progress at work and experienced higher meaning in life. In a supplemental study, we show that state self‐compassion at work is associated with unique variance in work outcomes beyond compassion received from coworkers. We discuss theoretical and practical implications for self‐compassion in organizational contexts.

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Section: Theoretical and Practical Implicationsmentioning

confidence: 69%

“…For example, our work shares a focus with the work of Lanaj et al. (2021) in examining how self‐compassion can be an asset for performance at work. Lanaj et al.…”

Section: Discussionmentioning

confidence: 90%

mentioning

confidence: 99%

mentioning

confidence: 99%

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Self‐compassion at work: A self‐regulation perspective on its beneficial effects for work performance and wellbeing

Jennings

Lanaj

Kim

2022

Personnel Psychology

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“…Research on leadership has also found that self-compassionate leaders are perceived as more competent and politer [82].…”

Section: Self-compassion: a Recent Interest For An Ancient Practicementioning

confidence: 99%

Self-Compassion and Personal Resources in Workers during the Pandemic: A Multidisciplinary View

Palermo¹,

Grandi²,

Martoni³

et al. 2023

COVID-19 Pandemic, Mental Health and Neuroscience - New Scenarios for Understanding and Treatment

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This chapter focuses on the importance of workers’ personal resources during difficult times, such as the pandemic period. In particular, the role of self-compassion in the work context is examined as an important resource for maintaining psycho-physical well-being. Further attention will be given to the impact of self-compassion on neuroscience research and possible organizational interventions to develop and/or support self-compassion in workers.

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Put your own “oxygen mask” on first: A behavioral typology of leaders' self‐care

Chiu,

Howard,

Lopes

et al. 2023

Human Resource Management

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Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well‐being. However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self‐care strategies to recharge, researchers and HR professionals know relatively little about (1) what specific self‐care actions leaders can take and (2) how external crises such as COVID‐19 constrain leaders' self‐care actions. To identify specific leaders' self‐care behaviors, which we refer to as oxygen masks, we interviewed 41 healthcare managers in Australia during the COVID‐19 pandemic in 2020. We presented a behavioral typology summarizing distinct oxygen masks that leaders used at different points in time. These oxygen masks include improving physical well‐being, improving emotional/spiritual/social well‐being, fulfilling managerial roles, and seeking collegial and organizational support. Moreover, we concluded that the COVID‐19 restrictions made some of these oxygen masks less accessible, negatively impacting leaders' well‐being. Our research conclusions have implications for theory and future studies on extending the literature associated with leadership development, leaders' resilience, and leaders' well‐being. The results also provide HR professionals with practical suggestions about assisting line managers in improving their self‐care and sustaining their leadership effectiveness.

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When leader self-care begets other care: Leader role self-compassion and helping at work.

Cited by 22 publications

References 107 publications

Self‐compassion at work: A self‐regulation perspective on its beneficial effects for work performance and wellbeing

Self‐compassion at work: A self‐regulation perspective on its beneficial effects for work performance and wellbeing

Self-Compassion and Personal Resources in Workers during the Pandemic: A Multidisciplinary View

Put your own “oxygen mask” on first: A behavioral typology of leaders' self‐care

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