| Abstrakt: |
The article reports that internal stresses that are related to the demands of a change in role are usually not anticipated and, as a consequence, may present problems in adaptation. The major source of internal stress arises from a change in identity and role, a situation not unlike the developmental crises of life. The new executive must revise his self-concept in relation to the position change and must also cope with the perceptions of others, particularly those who have been fellow staff members. Alleviation of feelings of aloneness and self-doubt came from the development and acceptance of new, appropriate, and available support systems. Administrators of other agencies, board members, consultation from regional and national organizations, institutes, and workshops, as well as written material, provide a variety of resources to meet the need for sharing and reflecting upon experiences, ideas, and plans. In order to cope with these stresses and resultant anxieties, the new executive must be free to engage in self-examination and must not expect to manipulate others into changing their perceptions or, by changing his own behavior, to meet assumed expectations. |
