Abstract
This experimental study found a main effect of perceived leadership and an interaction effect of perceived leadership and perceived severity of threats on the public's estimation of organizational crisis responses. The results indicate that the contingent theoretical argument explaining the dynamics of organizational factors and situational factors that determine stance taken by public relations practices can also be applied when explaining the outside latent public's thought patterns predicting an organizational stance and message strategy. Contingency theory offers predictive power, not just for the practitioner, but for the public passing judgment on the stance taken by an organization.
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