Leadership and The Hardiness Factor

The hardiness factor is the attitudinal difference between executives who were in high stress situations and who experienced a high number of illnesses vs. those who were in low stress situations but who experienced a low number of illnesses (Kouzes & Posner, 2002). The executives who appeared to be psychologically hardy exhibited these traits: (1) They were committed to the various parts of their lives; (2) They felt a sense of control over the things that happened in their lives; (3) They experienced change as a positive challenge.

Researchers found that the family is an important breeding ground for hardiness. Hardiness is important for leaders because it seems to be correlated with viewing the changes that are presented in life and the corresponding stress as normal parts of life. Stressful events are sometimes associated with changes, and often in organizational or environmental changes we find opportunities to lead. Hardiness is characterized by viewing stressful events as interesting, subject to personal influence, and as an opportunity for development. A leader needs to be psychologically hardy to enlist others and the leader needs to create an environment where constituents can accept risk and uncertainty.

Kouzes and Posner (2002) describe three ways for the organization to create a climate that develops hardiness and helps them cope more effectively: (1) Build commitment by offering more rewards than punishments; (2) Build a sense of control by choosing tasks that are challenging but within the person’s skill level; (3) Build an attitude of challenge by encouraging people to see change as full of possibilities.

Reference

Kouzes, J.M., & Posner, B.Z. (2002). The leadership challenge (3rd ed.). San Francisco, CA: Jossey-Bass.

Podcast: http://mbafaq.podbean.com/2006/12/26/leadership-and-the-hardiness-factor/