stress management for military leaders and managers by dr. barbara turner a university of phoenix...
TRANSCRIPT
STRESS MANAGEMENTFor Military Leaders and Managers
by
Dr. Barbara Turner
A University of Phoenix Asia Military Campus Public Service Presentation
Agenda
• Stress and Adaptability – Military Mandate
• Psychological Hardiness
• Leadership in Uncertain Times
11%
40%
12%
37%
Job Stress by Rank in Peacetime
SGT Majors/Chiefs Lieutenants Senior Officers Junior Enlisted
High Effort - Low Reward
Jr Enlisted
Lieutenants
Sr. Officer
Matins & Lopez,2002, p. 182
Sr. Enlisted
2011 Defense Science Board Mandate
The military force of today must be highly adaptive
• Able & Willing to Anticipate/ Accept the Need for change
• Competency in Preparing for change
• Ability to Implement Change Effectively & Efficiently
(Bartone, Kelly, & Mathews, 2014)
Adaptive Performance Domains
• Handling crises and emergencies
• Handling Work Stress
• Creative Problem Solving
• Working with Ambiguity & Uncertainty
• Learning New Tasks, Technologies, Procedures
• Demonstrating Interpersonal adaptability
• Demonstrating Cultural adaptability
• Demonstrating Physical Adaptability
(Bartone, Kelly, & Mathews, 2014
Psychological Dimensions & Coping Mechanisms
• Locus of Control
• Self-Efficacy
• Self Esteem
• Tolerance for Ambiguity
• Positive Affectivity
• Low Risk Aversion
• Openness to Experience
Judge, Thoresen, Pucik, Welborne, 1999
Psychological HardinessExistential quality of perceptions of self . . .
to the world, others, and work
Psychological Hardiness as Predictor
• Direct evidence of reducing ill effects on health and performance
• Significant stress buffer/moderator
• Direct positive correlation between high adaptive performance & psychological hardiness
• Direct effect on mental health during and post deployment
(Bartone, Kelly, & Mathews, 2014)
Stress Management Initiatives
• ACT – Helps People Deal with Unpleasant Thoughts & Emotions
• Coping Focused
• Targets undesirable thoughts & Emotions Arouse by Work Stressors
• Focuses on Acceptance & Goal Commitment
• Encourages Creativity & Innovation
• PBI
• Stressor Focused
• Seeking out & Alleviation of Stressor itself
• Modifying Stressors
• Brainstorming & Creativity
• Limited to Individual or Work Groups
(Bond & Bunce, 2000)
Authentic Leadership Leading in Uncertainty
• Self- Constancy
• Situational Awareness
• Self Awareness & Self-Regulation of Behavior
• Narrative Identity & Ethics
• Psychological Hardiness
• Organizational Commitment
• Professional Development
• Engage in Stress Management Initiatives(Sparrowe, 2006)
References
Allen, J. (2013). Emotional intelligence. Seattle: Amazon Digital Services
Bartone, P., Kelly, D., & Mathews, M. (2014). Psychooogical hardiness predicts adaptability in militaryleaders: A prospective study. International Journal of Selection and Assessment, 21(2).
Bond, F., & Bunce, D. (2000). Mediators of chage in emotion-focused and problem-focused worksite stress management interventions. Journal of Oxcxupational Health Psychology, 5(1), 156-164.
Judge, T., Thoresen, C., Pucik, V., & Welborne, T. (1999). Managerial copimg with organizational change: A dispositional perspective. Journal of Applied Psychology, 84(1), 107-122.
Matins, L., Lopez. (2012) Military hierarchy, job stress, and mental health in peacetime. Occupational Medicine,62, pp. 182-187. doi:10.109/occmed/kqs006.
Ricouer, P. (1992). Oneself as another. Chicago: The University of Chicago.
Sparrowe , R. (2005). Authentic leadership and the narrative self. The Leadership Quarterly, 16(2005), 419-439.