Abstract
A phenomenological case study of organisational coping during war describes the strategic stages and their perception by 49 participants representing the college’s four sectors (management, faculty, administrative personnel and students). The findings show that the war did not cause severe and lasting harm to the functioning of the college. However, an analysis of the data highlights the successfully fulfilled crisis management tasks in contrast to the neglected tasks. The results suggest that a greater balance between transactional and transformative styles of leadership is required for this type of organisation during crisis and especially upon its conclusion.
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