Leaders who are not present during a time of organizational crisis increase the impacts on the organization due to the effect that their absence has on employees’ stress levels and the likelihood of them burning out. This is according to new research by Peter Hamilton, Professor in HR Management at Durham University Business School, alongside Professor Robert McMurray and Dr Martyn Griffin from the University of Sheffield, Nicki Credland, Reader in Nursing at the University of Hull, and Dr Oonagh Harness, Lecturer at Northumbria University.
The researchers show that when leaders are absent during a crisis it creates a more toxic workplace, turning workers against management, as well as increasing workers’ stress, and levels of absence.
The researchers sought to examine the importance of senior-leader presence and absence on the ‘frontline’ in times of crisis – focusing on ICU nurses during the COVID-19 pandemic as a case study.
The researchers conducted interviews with over 50 nurses from 38 different healthcare units in the UK and Ireland to better understand the workers’ experience during the COVID-19 pandemic, the support they received and their emotions through this period.
The findings show that many frontline nurses noted feeling deserted by senior leaders during the crisis. This, participants said, led to a lessened feeling of collective suffering, with leaders alienating themselves from the real challenges that workers faced. This increased the feeling of stress, burnout, and absenteeism for staff.
For frontline workers whose senior leaders were present and supportive during the crisis, the research reported a much more positive take on their ability to work through and cope with crisis. Senior leaders who showed willingness to work on the same tasks as workers also helped to provide a greater sense of togetherness during the crises – which impacted positively on team and personal morale.
During a crisis, team morale and maximum output are crucial so team togetherness is essential. Leaders who don’t get stuck in potentially create a workers vs management environment – leading to toxicity, increased stress for workers, and likely a diminished workforce.
Peter Hamilton
The researchers acknowledge that there can be good reasons as to why leaders are not as freely available to deal with a crisis as other workers, such as poor resourcing, time pressures, or role conflicts. However, the researchers suggest that it is important that when there is a crisis, leaders do the utmost they can to be seen and be present in the thick of the situation, so that they do not look as though they are abandoning workers.
For senior leaders, the researchers say that their presence is less about reducing the workload, but more a symbolic gesture to boost team morale. During a crisis, leaders should be seen getting their hands dirty, to reduce any sense of discriminatory hierarchy and the toxic implications of a them-and-us culture.
