Abstract
Large-scale, highly publicized organizational conflicts constitute organizational crises by threatening the normalcy and vitality of organizing. This study examines the case of toxic leadership within a megachurch, whose pastor and other leaders were over or founders of multiple organizations. Integrating 1) issue development within organizational conflict framing literature and 2) image restoration strategies within crisis communication literature, this study examines how issues were named, blamed, and claimed in public organizational texts during the outing of toxic leadership. Conclusions highlight the value of multiple and complimentary frameworks to analyze crisis communication and leadership.
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