The psychological role of the leader in turbulent times

Abstract

Purpose

This paper aims to deliver a psychological perspective on the theme of leading in turbulent times.

Design/methodology/approach

Drawing on 20 years' experience of consulting, coaching and teaching in the field of leadership development, the author outlines the dynamics that businesses face during an economic crisis. Based on her extensive observation of workplace behavior, the author describes the psychological and emotional role that leaders need to play if they are to optimize morale and productivity during turbulent times. The author's ideas have been developed as a result of coaching numerous leaders and top teams at board and director level in FTSE 100 and 250 companies and top professional services firms, as well as SMEs and not‐for‐profit organizations. Her private sector clients come from every area, including investment banking, oil and gas, IT, property, retail, law, accountancy and venture capital. Many of these organizations operate in highly competitive markets where managing uncertainty and change is the norm. However, the economic downturn has presented additional challenges, especially to those at the sharp end of the credit crunch and the collapse in consumer confidence.

Findings

It is concluded that four leadership behaviors are critical in times of crisis. Taken together, they enable leaders to support their workforce effectively during turbulent times, so maximizing morale and performance. The paper also highlights the role of HR and specific ways in which seasoned HR professionals can help leaders manage their own emotions and demonstrate these four behaviors.

Originality/value

This article reflects the author's original, practice‐based observations about organizational dynamics and leadership behavior during challenging times.

Citation

Sandler, C. (2009), "The psychological role of the leader in turbulent times", Strategic HR Review, Vol. 8 No. 3, pp. 30-35. https://doi.org/10.1108/14754390910946558