Relational Energy’s Role in Leadership Development for Airline Executives
Presenter Email
roberr36@erau.edu
Submission Type
Abstract - Poster/Presentation Only
Topic Area
Aviation Mental Health, Education and Training Solutions
Keywords
relational energy, leadership development, relational health
Abstract
Relational energy — the dynamism of emotional and psychological exchanges in interactions — is an overlooked element in leadership development. The relevancy of this study was in identifying a significant gap in the current literature regarding leaders' awareness of relational energy and its direct impact on their leadership practices. The research shed light on the complexities of relational energy and how it influences leader-member exchanges' at work. Specifically, the focus was on airline executives within a collective leadership development program, exploring their perceptions and management of relational energy and its implications for organizational performance and leadership effectiveness. The methodology included semi-structured interviews with executives from various competing airlines. Findings suggest that incorporating relational energy into leadership development programs could offer substantial relational health benefits. Insights reveal that an understanding of relational energy by leaders from competing firms provided valuable perspectives about leaders impacts on the health of their employees and organizations. The research outcomes support the integration of relational energy concepts into leadership training, proposing potential improvements in management practices and leader-member relations, particularly in high-stakes, competitive sectors like aviation. This study added to the discourse on leadership and organizational behavior, proposing novel insights for academics and practitioners alike.
Relational Energy’s Role in Leadership Development for Airline Executives
Relational energy — the dynamism of emotional and psychological exchanges in interactions — is an overlooked element in leadership development. The relevancy of this study was in identifying a significant gap in the current literature regarding leaders' awareness of relational energy and its direct impact on their leadership practices. The research shed light on the complexities of relational energy and how it influences leader-member exchanges' at work. Specifically, the focus was on airline executives within a collective leadership development program, exploring their perceptions and management of relational energy and its implications for organizational performance and leadership effectiveness. The methodology included semi-structured interviews with executives from various competing airlines. Findings suggest that incorporating relational energy into leadership development programs could offer substantial relational health benefits. Insights reveal that an understanding of relational energy by leaders from competing firms provided valuable perspectives about leaders impacts on the health of their employees and organizations. The research outcomes support the integration of relational energy concepts into leadership training, proposing potential improvements in management practices and leader-member relations, particularly in high-stakes, competitive sectors like aviation. This study added to the discourse on leadership and organizational behavior, proposing novel insights for academics and practitioners alike.
