A multiple case study was used to explore the experiences of senior leaders with vulnerability. The leaders selected for the study were seasoned executives who consciously used vulnerability as part of their leadership style and who had extensive experience with a variety personal development processes. Semi-structured in-depth interviews were conducted with 7 senior leaders from a variety of for-profit and non-profit sectors. The study provides insights that may be of practical use to leaders who wish to deepen their experience and expression of leadership, and to leadership development professionals who focus on helping leaders to be more emotionally genuine, relationally transparent, and able to take healthy risks. Though there are tangentially relevant theories such as emotional intelligence and authentic leadership, vulnerability is a new area of study especially as it concerns leadership, and this qualitative exploration may bring an important perspective to this emerging topic of academic and practical interest.
|Commitee:||Jarvis, Sara, Sarnoff, David|
|Department:||Harold Abel School of Social and Behavioral Sciences|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 77/12(E), Dissertation Abstracts International|
|Subjects:||Social psychology, Organizational behavior|
|Keywords:||Emotion, Emotional intelligence, Leadership, Psychodynamic, Trust, Vulnerability|
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