crisis leadership
218980896
What Is Crisis Leadership?
Crisis leadership is a very important part of leading in today's world. Every organization goes through some form of crisis on a fairly regular basis. This chapter is intended to define what a crisis is and what its impact may be on the organization. Additionally, a distinction between crisis management and crisis leadership will be made and an overview of crisis leadership research will be provided. The Bible provides us guidance on how we should view the various crises we experience. We are told, "For I know the plans I have for you, declares the LORD, plans for welfare and not for evil, to give you a future and a hope" (Jeremiah 29:11, NIV) These words tell us that the Lord already knows the trouble we will have to endure and that we should have faith that we can overcome them. While this is very comforting news, this does not mean that we can sit idly by and hope that things work out. Rather, we are to do as instructed in 1 Peter and in other parts of scripture and serve as leaders and examples for others during tough times.
Biblical Principles of Crisis Leadership
Steve Firestone
219811468
Servant Leadership and Crisis Leadership
While reading a book on crisis leadership the reader might ask, "Which leadership style is best suited for dealing with a crisis?" There are many different leadership styles and theories that could be evaluated but for this book I have chosen to focus on servant leadership because I believe it is the leadership style that works best with crisis leadership. This chapter will present the theory behind servant leadership and will also show how this style can best be used to lead during a crisis. Other leadership theories can fit with crisis leadership, but I will leave the evaluation and discussion of them to others. I believe servant leadership fits best when considering which leadership style will have the best results in a crisis due to the emphasis on serving those in the organization.
Steve Firestone
227167268
Crisis Leadership.
Plastic and reconstructive surgery
Rod J Rohrich Kristy L Hamilton Kevin C Chung
116625985
Crisis leadership competencies: the facility management sector in Thailand
Purpose This paper aims to identify crisis leadership competencies in the facility management (FM) sector in Thailand. Design/methodology/approach The Delphi technique was used in three rounds of opinion evaluation from 24 Thai FM experts, based on which a large scale questionnaire survey instrument was developed and administered. Of the 350 questionnaires distributed, 290 usable questionnaires were obtained (82.85 per cent response rate) Factor analysis was used to reveal important leadership competencies for managing facilities in crisis situations. Findings The Delphi technique identified 32 potential FM crisis leadership competencies. Of these, principal component analysis revealed 29 significant competencies. These competencies were grouped, using factor loadings, into five different competencies: emergency preparedness; crisis communication; emotional intelligence; leadership skills; and problem solving. Emergency preparedness was found to be the most important leadership competency in FM crisis management. Research limitations/implications This study is limited to the experiences of FM experts in Thailand. Its empirical results can help human resource managers to develop appropriate training programs and policies for FM practitioners, as well as to help junior FM practitioners develop competencies essential for leaders in the FM sector. Originality/value This is a novel empirical study of leadership competencies in a growing business sector in Thailand (FM) and possibly other countries in the Asian region. Leaders in FM can benefit from recognizing the leadership competencies that are critical during crisis management.
Facilities
Boonkiat Wisittigars Sununta Siengthai
232239182
CRISIS MANAGEMENT and CRISIS LEADERSHIP
Crisis Management John Eric Adair
149189628
Analysing the Dynamics of Crisis Leadership in Higher Education: A Study of Racial Incidents at the University of Missouri
The following article analyses the crisis involving racial tensions at the University of Missouri in 2015 that ultimately contributed to the departure of the university president and chancellor. This case amplifies the importance of organizational vulnerabilities from both an historical context and a national&#8208;issue context. As supported through this analysis, crises that reflect these vulnerabilities of an organization can lead to increased scrutiny and may produce greater negative consequences. Drawing upon both the public messaging surrounding this crisis and the existing literature on crisis management and crisis leadership, university leaders should have been proactive in cultivating a more inclusive racial environment and should have more effectively used communication to improve relationships with an important constituency group, particularly given the institution's core values, the history of racial tensions at the university, and the rising racial tensions following incidents in nearby Ferguson, Missouri.
John A Fortunato Ralph A Gigliotti Brent D Ruben
149737706
Using Case Work as a Pretest to Measure Crisis Leadership Preparedness
Today's leaders must thrive in a world of turbulence and constant change. Unstable conditions frequently generate crises, emphasizing the need for crisis leadership preparedness, which is missing from many business curricula. Thus, the purpose of this work was to develop a learning module in crisis leadership preparedness. As a baseline measure or pretest, 217 graduate students were asked to analyze two crisis leadership cases during the first week of an entry leadership class. Content analysis provided the method to identify where student analyses fell short. These gaps in learning then informed the creation of student learning objectives. Applying inquiry based learning, I then suggest instructional methods that I incorporated into an active learning module to better prepare today's leaders for crisis leadership.
Jay L Caulfield
157616211
Gordon Brown, Alistair Darling, and the Great Financial Crisis: Leadership traits and policy responses
Gordon Brown's management of the Great Financial Crisis was one of the few successes of his premiership and was seen as a distinctly personal triumph. Yet, in the aftermath of the crisis, Brown's leadership led to a damaging split on economic policy with his Chancellor, Alistair Darling. To explain the role of Brown and Darling in the crisis and its aftermath, this article uses quantitative content analysis of speech to develop leadership trait profiles of both men. Both leaders score high in proactive beliefs; Brown especially had great faith in his ability to shape economic matters. Brown scores consistently higher than Darling in the use of power imagery, whilst the Chancellor maintained a significantly more complex worldview than the Prime Minister. Although many factors contributed to the turmoil and ultimate demise of the Brown government, the personality of the Prime Minister, and the clash of policy beliefs and decision making style with his Chancellor, played a key role. This indicates that explanations of economic crises should include analysis of the policy preferences and decision making styles of the leaders who manage them. Further, studies of the leadership styles of political leaders, which usually focus solely on the predominant leader, should instead examine interactions and conflicts amongst the several personalities at the top of a government.
Stephen Benedict Dyson
157773042
Crisis, Leadership, and Extreme Contexts
Hannah et al. (Leaders Quart 20(6):897 919, 2009) survey and integrate a substantial multi disciplinary and multi discourse body of literature one strand of which is literature on crisis and crisis management to address the challenge of understanding (and potentially improving) leadership in extreme contexts. This article attempts to build on the foundations set out by Hannah et al. (Leaders Quart 20(6):897 919, 2009) by doing two things. First of all, it seeks to take a somewhat broader and deeper look at the evolving literature on crisis, crisis leadership, and crisis management in order to explore other aspects of possible relevance to the challenges identified by Hannah and his co authors. Thus, the first objective is to examine the following question: To what extent is the literature on crisis, crisis leadership and crisis management (CM) relevant to improving understanding of the challenges of leadership in extreme conditions (LEC) The second objective of the paper is to present some observations and reflections that might be helpful in further developing the LEC framework and research program. Core tasks of crisis leadership identified in the crisis literature (Boin et al. in The politics of crisis management: public leadership under pressure. Cambridge University Press, Cambridge, 2005, 2017) such as preparing, sense making, decision making, meaning making, and learning coincide to a considerable extent with, and draw on common or similar literature to, key themes in LEC. Furthermore, a number of other significant conceptual and empirical developments in the field of crisis studies are noted, suggesting additional potential avenues for enriching understanding and broadening the applicability of LEC.
Eric Bynander Fredrik Stern
157801016
Psychosocial Crisis Management: The Unexplored Intersection of Crisis Leadership and Psychosocial Support
Epidemiological research has documented the serious health issues that can affect the victims of disasters and major crises. Yet, the psychosocial dimension of crisis has received little attention in crisis management literature. This paper integrates psychosocial principles with a model of strategic crisis management. The resulting model of psychosocial crisis management (PCM) describes how the tasks of strategic crisis managers can be guided by psychosocial support principles. This PCM model helps public leaders, at society and local community level, to better understand typical psychosocial dynamics and obstacles as the crisis life cycle evolves. Although crisis management insights and psychosocial support principles stem from different disciplines and research traditions, integrating them helps to reduce foreseeable problems in the response and recovery phases. (aut. ref.
Michel L A Duckers C Joris Yzermans Wouter Jong Arjen Boin