Session on 26 November 2019 11:00 UTC - View on timetable
Being in a leadership position gives a person power over others which can create distance between people and power imbalances can lead to dissonance if not managed correctly. Without a pressure valve (some way to relieve stress), you may end up burned out, uninspired, and even cynical; but, leaders are expected to maintain composure and self-control.
The opposite of dissonant leadership is resonant leadership which requires understanding of and empathy for others. This is linked to self-awareness, social skills and how your own behaviours and actions have an impact on others. Our discussion will look at how leaders and senior executives can deal with the daily pressures that go hand-in-hand with three key points of focus during a hot organisational climate for leaders – task management, people management, and self-management.
Dr Kimberly Fitzgerald is a wellness, learning, and health initiatives specialist where she works as a psychologist, counsellor, coach, trainer, and researcher. She has over 25 years experience of working in the mental wellness field and works in the US, Germany, and Ireland as a mental wellness professional. Her exploratory sequential mixed method research in psychology is focused on occupational health. Kimberley develops and provides psychology based leadership and wellness programmes with a focus on engagement, diversity, and best practice, and is currently serving on two professional coaching psychology committees, actively writing wellness articles and working on a new wellness coaching assessment tool.