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    Managing Leadership Stress
    Managing Leadership Stress
    Managing Leadership Stress
    Ebook39 pages24 minutes

    Managing Leadership Stress

    By Vidula Bal, Michael Campbell and Sharon McDowell-Larsen

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    About this ebook

    Everyone experiences stress, and leaders face the additional stress brought about by the unique demands of leadership: having to make decisions with limited information, to manage conflict, to do more with less . . . and faster! The consequences of stress can include health problems and deteriorating relationships. Knowing what signs of stress to look for and having a strategy for increasing your resources will help you manage leadership stress and be more effective over a long career.
    LanguageEnglish
    PublisherCenter for Creative Leadership
    Release dateMar 1, 2008
    ISBN9781604917239
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      Book preview

      Managing Leadership Stress - Vidula Bal

      AN IDEAS INTO ACTION GUIDEBOOK

      Managing Leadership Stress

      IDEAS INTO ACTION GUIDEBOOKS

      Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.

      Copyright © 2008 Center for Creative Leadership.

      All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

      CCL No. 438

      ISBN No. 978-1-60491-023-0

      CENTER FOR CREATIVE LEADERSHIP

      WWW.CCL.ORG

      AN IDEAS INTO ACTION GUIDEBOOK

      Managing Leadership Stress

      Vidula Bal, Michael Campbell, and Sharon McDowell-Larsen

      THE IDEAS INTO ACTION GUIDEBOOK SERIES

      This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it

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