Career derailment: burnout and bullying at the executive level
Executive derailment refers to unexpected and unwanted changes in the trajectory of an executive career caused either by factors within the person or by organisational factors external to the person, or a combination of both, leading to loss of identity. This phenomenological study explored subjecti...
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| Format: | Article |
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British Psychological Society
2017
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| Online Access: | https://eprints.nottingham.ac.uk/41308/ |
| _version_ | 1848796245780332544 |
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| author | McCormack, Lynne Abou-Hamdan, Sleiman Joseph, Stephen |
| author_facet | McCormack, Lynne Abou-Hamdan, Sleiman Joseph, Stephen |
| author_sort | McCormack, Lynne |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | Executive derailment refers to unexpected and unwanted changes in the trajectory of an executive career caused either by factors within the person or by organisational factors external to the person, or a combination of both, leading to loss of identity. This phenomenological study explored subjective experiences of four high functioning professionals who had experienced executive derailment. Semi-structured interviews were conducted and data were analysed using Interpretative Phenomenological Analysis (IPA). Results showed four superordinate themes that encapsulated a trajectory from severe loss of identity, integrity, and livelihood, to newly defined authenticity following derailment: (1) Self-doubt and blame; (2) targeted bullying; (3) psychological vulnerability and distress; and (4) Meaning-making and personal growth. The first three themes highlight varying levels of psychological distress and burnout and the vicarious impact on family life. The fourth theme involved a redefined self-integrity where forgiveness and psychological recovery could emerge and allow for a reconsideration of career pathways. The recognition that personal and professional growth can arise following executive derailment is a novel finding with important implications for coaches. A positive psychological and growth-oriented mindset may be helpful in harnessing change with executives following derailment. |
| first_indexed | 2025-11-14T19:44:55Z |
| format | Article |
| id | nottingham-41308 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| last_indexed | 2025-11-14T19:44:55Z |
| publishDate | 2017 |
| publisher | British Psychological Society |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-413082020-05-04T18:32:41Z https://eprints.nottingham.ac.uk/41308/ Career derailment: burnout and bullying at the executive level McCormack, Lynne Abou-Hamdan, Sleiman Joseph, Stephen Executive derailment refers to unexpected and unwanted changes in the trajectory of an executive career caused either by factors within the person or by organisational factors external to the person, or a combination of both, leading to loss of identity. This phenomenological study explored subjective experiences of four high functioning professionals who had experienced executive derailment. Semi-structured interviews were conducted and data were analysed using Interpretative Phenomenological Analysis (IPA). Results showed four superordinate themes that encapsulated a trajectory from severe loss of identity, integrity, and livelihood, to newly defined authenticity following derailment: (1) Self-doubt and blame; (2) targeted bullying; (3) psychological vulnerability and distress; and (4) Meaning-making and personal growth. The first three themes highlight varying levels of psychological distress and burnout and the vicarious impact on family life. The fourth theme involved a redefined self-integrity where forgiveness and psychological recovery could emerge and allow for a reconsideration of career pathways. The recognition that personal and professional growth can arise following executive derailment is a novel finding with important implications for coaches. A positive psychological and growth-oriented mindset may be helpful in harnessing change with executives following derailment. British Psychological Society 2017-03-01 Article PeerReviewed McCormack, Lynne, Abou-Hamdan, Sleiman and Joseph, Stephen (2017) Career derailment: burnout and bullying at the executive level. International Coaching Psychology Review, 12 (1). ISSN 1750-2764 Derailment burnout bullying psychological distress growth http://shop.bps.org.uk/publications/international-coaching-psychology-review-vol-12-no-1-march-2017.html |
| spellingShingle | Derailment burnout bullying psychological distress growth McCormack, Lynne Abou-Hamdan, Sleiman Joseph, Stephen Career derailment: burnout and bullying at the executive level |
| title | Career derailment: burnout and bullying at the executive level |
| title_full | Career derailment: burnout and bullying at the executive level |
| title_fullStr | Career derailment: burnout and bullying at the executive level |
| title_full_unstemmed | Career derailment: burnout and bullying at the executive level |
| title_short | Career derailment: burnout and bullying at the executive level |
| title_sort | career derailment: burnout and bullying at the executive level |
| topic | Derailment burnout bullying psychological distress growth |
| url | https://eprints.nottingham.ac.uk/41308/ https://eprints.nottingham.ac.uk/41308/ |