Abstract
This editorial introduction argues that the coronavirus crisis is also a crisis of leadership theory and practice. Decision making is particularly hazardous when we have poor evidence to guide us and face unpredictable outcomes. Mainstream leadership theories are of little help, since an environment of radical uncertainty means that leaders have less information, expertise and resources to guide them than is often assumed. Undaunted, populist leaders exploit uncertainty to suggest that simple solutions will work. I suggest that the responses of such leaders have been characterised by incompetent leadership, denialist leadership, panic leadership, othering leadership and authoritarian leadership. I also consider the implications of the crisis for business leadership, suggesting that already strained relationships within organisations are likely to deteriorate still further. Critical leadership studies has an important contribution to make in challenging self-serving theories of business that have come to guide much leadership decision-making. We have an opportunity to do research that really matters, and participate in vital conversations about how the theory and practice of leadership can contribute to better outcomes from the coronavirus crisis, and others still to come.
Highlights
Extraordinary that a virus which began in Wuhan, probably in December 2019, could within three months sweep the world, bringing misery to millions and shuttering much of the global economy
Authoritarian leadership: A strong leader needs ever greater powers to deal with the crisis, to eliminate those restraints on authority that are allegedly preventing effective action
One problem is that the strong man view of leadership which we find in populism exists in business, fanned by conventional theorising and fawning tributes to celebrity CEOs in popular outlets such as Harvard Business Review
Summary
Extraordinary that a virus which began in Wuhan, probably in December 2019, could within three months sweep the world, bringing misery to millions and shuttering much of the global economy. 5. Authoritarian leadership: A strong leader needs ever greater powers to deal with the crisis, to eliminate those restraints on authority that are allegedly preventing effective action. Critical leadership studies can problematise the concentration of power in the hands of business elites, challenge self-serving theories of the business that guide much leadership decision-making, and interrogate the organisational practices that many of them employ to silence dissent and pulverise opposition (Collinson, 2017). This means that we should be willing to address big questions with uncertain answers more often than we normally do. I think that the coronavirus crisis has created a practical and ethical imperative for us to do more work that matters
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