ABSTRACT
In this chapter, we offer recommendations for promoting a “culture of reciprocal care” and organizational practices that can support leaders and team members who experience personal crises based on insights from our research and existing literature. We identify the purpose of a culture of reciprocal care and delineate several of its components beginning with a climate of psychological safety and mutual trust which encompass personal crisis support, personal crisis workshops and training, work-life support, succession planning, and return-to-work programs. Within the culture of a reciprocal care framework, the chapter provides insight and guidance from participants in our survey to current and emerging leaders about sustaining personal well-being during personal crises; and we examine differences between actions by leaders during their crises and the advice they provide to others in similar situations.
