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John Paul Stephens

In order for organizations to be resilient, the individuals and groups that comprise them must be able to appropriately adapt to the challenge at hand. While some challenges can seem obvious, other challenges are often embedded in complex processes. This makes such challenges harder to discern and, thus, harder to adapt to. Organizations may need to rely on individuals’ tacit knowledge to develop resilient responses to such challenges. Tacit knowledge refers to knowing more than we can tell; such knowledge can be difficult to articulate and thus share with group members and the rest of the organization. In this chapter, I theorize a process whereby individuals articulate tacit knowledge through developing sensory templates, or verbal and visual expressions of what we experience with our bodily senses about situations at work. When a group takes a relational pause to reflect on and attend to members’ sensory templates, they can develop adaptive moves based on the tacit knowledge in those templates. In turn, those adaptive moves can be shared with other groups, influencing the organization. The theorized model addresses some of the challenges that tacit knowledge presents to organizations, and advances our understanding of how cross-level dynamics enable organizational resilience.

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John Paul Stephens and Abraham Carmeli

The authors develop a theoretical model that explains why and how relational leadership, through the qualities of respectful engagement and caring, enhances individual creative work involvement. They delineate two pathways to thriving, which, in turn, fosters creative work involvement. The first elucidates the mechanisms by which mutually respectful engagement in the leader–follower relationship helps individuals to develop meaningfulness in working, whereas the second pathway illuminates how mutual caring in the leader–follower relationship helps individuals to develop meaningfulness at work. They suggest that both forms of meaningfulness enable employees to thrive (experience both aliveness and learning), thereby enhancing their creativity. Furthermore, they propose and help uncover motivational conditions that might enhance the linkages between relational leadership, meaningfulness, thriving, and creativity. In so doing, they contribute to the literature by providing a fine-grained theory of how mutual respectful engagement and caring in interactions across various roles and functions help individuals to more fully engage in creative efforts.

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Paul Beavis, John A. Black, James Lennox, Graham M. Turner and Stephen J. Moore