Hindering appreciative intelligence® and follower sensemaking through hostile leadership Online publication date: Wed, 19-Jul-2017
by Tamera R. Enalls-Fenner
International Journal of Human Resources Development and Management (IJHRDM), Vol. 17, No. 1/2, 2017
Abstract: Stress is on the rise within the workplace. Demands for improved and faster service, more options and increased competition are pushing leadership and followers to give more and be more. In the midst of this, there may be a toxic environment that is hindering leadership and followers. Toxic leaders who facilitate a hostile workplace may be hindering follower's abilities to make sense of the stress and to reframe situations. This research considers a construct called appreciative intelligence® or AQ. AQ is a mindset that causes a person to see the negative situation but then find a positive outcome through reframing (Thatchenkery and Metzker, 2006). However, research is showing that hostile leadership may hinder a person's ability to do so thus causing people to stop looking for the positive outcomes. This research considers the detriment of a toxic leader who creates a hostile work environment and removes follower's abilities to healthy sensemaking and appreciative intelligence®.
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