City Research Online

Abstract

Tolerating uncertainty is pivotal for leaders steering their organisations through global disruption and change. Yet, many contemporary leaders remain inadequately prepared to navigate such uncertainty. While various studies have probed means to fortify leaders against uncertainty, the potential role of self-compassion remains underexplored - despite consistent findings outside the leadership paradigm that underscore its protective effect on psychological well-being. This thesis explores self-compassion's role in bolstering tolerance of uncertainty among both male and female leaders. Informed by critical realist philosophy, the research used a mixed-methods approach. The quantitative segment discerned the empirical relationships between self-compassion and intolerance of uncertainty, drawing from the responses of ninety-four leaders spanning twelve countries and forty-five industries via an online survey comprised of six questionnaires. This was enriched by a qualitative phase, consisting of a template analysis of the data from one-on-one interviews with a subset of twenty-six participants.

The collective findings affirm the criticality of self-compassion in enhancing leaders' tolerance of uncertainty. Both quantitative and qualitative analyses underscored that leaders who evade harsh self-judgment and non-attachment to painful thoughts exhibit reduced apprehension about future uncertain events (prospective anxiety) and are less inclined to defer decisions due to discomfort arising from uncertainty (inhibitory anxiety). Qualitative data revealed the multifaceted influence of common humanity, another self-compassion component (Neff, 2003). Mindfulness played a vital role in mitigating rumination and perceived stress, the two primary drivers of uncertainty. Fostering supportive workplace relationships, echoing Gilbert’s (2009) concept of mutual compassion, surfaced as a potent means to reduce isolation, and strengthen leaders' psychological safety. Neither age nor gender influenced a leader's capacity to tolerate uncertainty. Based on its findings, the thesis recommends implementing compassion-focused training in leaders, developing policies that incentivise participation in such training, and overcoming the thesis’ limitations associated with small sample size and potential Type I errors.

Publication Type:	Thesis (Doctoral)
Subjects:	B Philosophy. Psychology. Religion > BF Psychology H Social Sciences > H Social Sciences (General)
Departments:	School of Health & Psychological Sciences > Psychology School of Health & Psychological Sciences > School of Health & Psychological Sciences Doctoral Theses Doctoral Theses

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