“Always on”; public strategic leaders under pressure: A humanistic exploration of reflectivity and its social implications in accelerated times

In this article, we explore the assertion that personal and relational reflectivity is indispensable in these times of poly-crisis, conflict, and increasing contradictions for addressing wicked issues and adaptive problems. More specifically, this study explores the concept of reflectivity among public strategic leaders working in liquid and accelerated times. It addresses the growing urgency for leadership and reflectivity in regional and global public spheres, from a humanistic approach as a normative stance. The study shows that reflectivity, relational, and ethical values in organisations are under pressure due to a series of sociological shifts.
Alongside this, there is a trend of strategic leaders in public organisations expressing a growing need for reflectivity as a personal desire. The selected methodology of this study is qualitative; a phenomenological and narrative exploration based on in-depth interviews, group dialogues, and open-ended surveys involving 31 public strategic leaders from health, government, education, and social organisations. The thick data on the actual experiences of public strategic leaders add an empirical perspective and contribution to the often-theoretical leadership debate. We conclude with three critical moments that summarise the struggles of public strategic leaders in their reflective practices in public organisations. This article offers practical value for leaders, coaches, and facilitators who aim to create reflective and resonant spaces within organisations.