Crafting solutions to leadership demands for well-being and effectiveness

Leadership is a prominent function within organizations and social en-tities, and research suggests leadership that is more active tends to be more effec-tive. However, emerging research contends that more active leadership can place stressful demands on leaders, which can jeopardize their well-being and eventual effectiveness. In this article, we draw from research on job demands, job re-sources, and stress coping to outline an applied framework of leader strain manage-ment. The model explains how leadership demands (i.e., the challenges/ hindrances leaders face) can influence leader strains (i.e., negative implications of the demands) and how leader resources (i.e., tangible/intangible assets) can be leveraged through coping activities to resolve demands or reduce strains. We propose five guidelines for leaders seeking to balance engaging their leadership re-sponsibilities with maintaining their well-being and sustaining their effectiveness over time.(c) 2021 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved.

Automated summary

This article explores the effectiveness of active leadership in organizations and presents an applied framework for leaders to manage their strain by resolving demands and reducing stress. It emphasizes the importance of balancing leadership responsibilities with well-being and sustained effectiveness over time.