Sensegiving and the role of cognitive shifts in the work of leadership

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“I’m Not Mopping the Floors, I’m Putting a Man on the Moon”: How NASA Leaders Enhanced the Meaningfulness of Work by Changing the Meaning of Work (2018, background): “In this way, the leader-asarchitect paradigm is distinct from one that considers leaders to be overseers who proximally shape employees’ experiences (House and Mitchell, 1974; Foldy, Goldman, and Ospina, 2008).”
A framework for examining leadership in extreme contexts (2009, background): “To rebuild a sense of personal safety, Janoff-Bulman and Frieze (1983) and Foldy et al. (2008) suggest ways leaders use sense-giving to persuade followers that they are not powerless to address future extreme contexts and events.”
Leadership for organizational adaptability: A theoretical synthesis and integrative framework (2018, background): “…2010; Howell and Boies, 2004; Makri and Scandura, 2010; Marcy, 2015; Osborn and Marion, 2009), paradox and tension (Fairhurst et al., 2016; Kan and Parry, 2004; Schad, Lewis, Raisch, and Smith, 2016; Smith, 2014), and collective leadership (Foldy, Goldman, and Ospina, 2008; Ospina and Foldy, 2010).”
Model of complexity leadership development (2013, background): “A key element here is the leader engaging in sense-giving with team members in order to promote shared understandings and serve as a basis for resolving tension within the network (Foldy, Goldman, and Ospina 2008).”