Coping, Not Chocking under Pressure: Leadership Reactions and Support during a Terrorist Attack

Abstract

Organizational crises, especially extreme ones that involve threat to survival and multiple deaths, are deeply psychologically challenging leadership situations. Yet to date, research has focused on how leaders effectively manage crises, without much regard to managing leaders’ own crisis reactions. This study was carried out in the crisis management facilities at the headquarters of a multinational energy corporation while a terrorist attack was ongoing in one of its subsidiaries. I was present as a researcher and consulting psychologist, and this study is based on observations, interviews, conversations and support sessions with leaders while the crisis was unfolding. The unique data provide insights in to how leaders react (displaying stress arousal, basic, and complex emotional reactions) and how they seek support though different coping strategies (including through self-regulation, peer and expert support). I use an acceptance and commitment framework to present a three- phase model (acceptance, psychological flexibility, and commitment) for creating a holding environment for leaders in supporting them in coping, not chocking, under the pressure of managing a crisis.