Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Beating stress and preventing burnout

Beating stress and preventing burnout Fueled by the relentless pressures of the 24/7 work schedule, globalization, large‐scale initiatives and scarce resources, leaders today are experiencing more and more stress, fatigue and total burnout. At the same time, few leaders have learned the important lessons about addressing inherent stressors. Instead, leaders often choose to continue pursuing a pace that ultimately negatively affects both their work and personal lives. In fact, it is rare for leaders to stop their fast‐paced cycles, reflect on the goals and strategies they are creating and recognize the need to step back and use their change agent skills to improve their own work environment. Leaders can harness their strengths as strategic thinkers and risk‐takers in an effort to create a healthier and more effective balance. This article discusses the ways to do that through recognizing the causes, unlearning bad habits and recommitting to a more balanced life for themselves and their co‐workers. Campbell Soups CEO, among others, is cited as one good example. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Handbook of Business Strategy Emerald Publishing

Beating stress and preventing burnout

Barbara Kaufman
Handbook of Business Strategy , Volume 6 (1): 5 – Dec 1, 2005
Download PDF
6 pages

Loading next page...
 
/lp/emerald-publishing/beating-stress-and-preventing-burnout-Ie6Rx5d5L7
Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
1077-5730
DOI
10.1108/08944310510557198
Publisher site
See Article on Publisher Site

Abstract

Fueled by the relentless pressures of the 24/7 work schedule, globalization, large‐scale initiatives and scarce resources, leaders today are experiencing more and more stress, fatigue and total burnout. At the same time, few leaders have learned the important lessons about addressing inherent stressors. Instead, leaders often choose to continue pursuing a pace that ultimately negatively affects both their work and personal lives. In fact, it is rare for leaders to stop their fast‐paced cycles, reflect on the goals and strategies they are creating and recognize the need to step back and use their change agent skills to improve their own work environment. Leaders can harness their strengths as strategic thinkers and risk‐takers in an effort to create a healthier and more effective balance. This article discusses the ways to do that through recognizing the causes, unlearning bad habits and recommitting to a more balanced life for themselves and their co‐workers. Campbell Soups CEO, among others, is cited as one good example.

Journal

Handbook of Business Strategy – Emerald Publishing

Published: Dec 1, 2005

Keywords: Leadership; Stress

There are no references for this article.