![]() Moreover, the desperate need for a sense of control often leads leaders to centralize authority and make it more formal. Consequently, the information available to them becomes limited. In response, leaders often fall back on what they know, even if it may not be relevant to the current situation, and attempt to reduce the noise and distractions. Politics can become chaotic, and reporters ask challenging questions. Shareholders seek a plan, and the leadership team faces similar pressures. Employees, especially those who have survived layoffs, experience negative emotions and look to the leader for a hopeful vision of the future. In such situations, leaders face a multitude of pressures. This response is often associated with an inability to handle complexity and an overconcentration of power among top leaders. When individuals, groups, or organizations feel threatened, they tend to narrow their attention, revert to past habits, and oversimplify the situation, neglecting the true challenge. For instance, David Risher, the newly appointed CEO at Lyft, responded to pressure from Uber's improved driver experience and other issues by issuing a blank order for employees to return to the office immediately.Īccording to management expert Rita McGrath, this behavior can be understood through the concept of the "threat-rigidity" response. ![]() Stories have emerged about CEOs exhibiting less-than-stellar behavior when faced with stress. ![]() ![]() Under pressure, their focus narrows, and they resort to controlling behavior and relying on outdated approaches. However, research has shown that CEOs often fall victim to the "threat rigidity" effect. ![]() LOS ANGELES, CA, UNITED STATES, July 20, 2023/ / - During times of change, especially when the change is threatening, leaders are advised to prioritize flexibility and problem-solving. ![]()
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