Leadership In Crisis Management Research Articles

Review Article on the Role of Effective Leadership in Crisis Management

Effective leadership is critical in various domains, including healthcare, small-scale enterprises, and crisis management. In the healthcare sector, competent leadership is vital for improving patient care quality, achieving targeted health outcomes, and managing crises effectively. Studies highlighted the positive impact of effective leadership on patient satisfaction, reduced health risks, and improved overall healthcare delivery. In addition, effective leadership played a pivotal role in managing the COVID-19 pandemic by directing responses and ensuring public health protection. In small-scale enterprises, research emphasized the importance of leadership style in determining organizational performance. Transactional leadership showed a significant positive effect on performance, while transformational leadership, though positive, did not have a strong influence. The studies recommended prioritizing transactional leadership in the early stages and gradually transitioning to transformational leadership as businesses mature. Overall, these research articles underscore the indispensable role of effective leadership in addressing challenges, inspiring confidence, and fostering resilience. Leadership emerges as a critical driver of positive outcomes, be it in providing quality healthcare, enhancing organizational performance, or navigating crises. The findings offer valuable insights into the significance of strong leadership across various domains and its impact on individual lives and organizational success.

The role of active leadership in crisis management - a case study in the Najaf Health Department

تهدف هذه الدراسة الى التعرف على أثر القيادة النشطة بأبعادها المتمثلة بـ(تحقيق الأهداف التنظيمية، اتخاذ القرارات الموضوعية، تحفيز العاملين، تمكين العاملين، بناء فريق العمل، حل النزاعات التنظيمية) في إدارة الازمات المتمثلة بأبعادها (اكتشاف إشارات الإنذار، الاستعداد والوقاية، احتواء الاضرار، استعادة النشاط، التعلم). 
 لقد اعتمدت الدراسة المنهجية الكمية في تحليل البيانات، واستخدمت الاستبانة المحكمة علميا كأداة لجمع البيانات المكونة من (89) فقرة، كانت دائرة صحة النجف الاشرف ميداناً لتطبيق الدراسة. بلغ حجم عينة التحليل الكمي (112) من القيادات الإدارية العليا والوسطى في دائرة صحة النجف الاشرف حيث شملت الدراسة مجتمع دائرة الصحة متمثلا بمؤسساته الصحية البالغة (9) مستشفيات و(20) وعشرون مركزا ومستوصفا. استخدمت الدراسة أساليب إحصائية متنوعة لتحليل البيانات باعتماد البرامج الإحصائية الملائمة (,SMARTPLS23SPSSV).

The Role of Public Management in Dealing with Crises in the Public Sector in Israel

Effective public management is the most critical prerequisite for an organization amid a crisis. By providing answers to the research questions, this study gave Israel's public managers the knowledge they needed to be effective crisis leaders. The study demonstrated how each essential leadership characteristic influences how effectively the public sector in Israel manages crises by employing the SEM statistical analysis method. This study builds on prior research on how to manage crises in the public sector and how to provide perceived effective public management leadership during a crisis. Although previous studies investigated collaboration in crisis management, they did not concentrate on leadership in crisis management in the public sector. This study is anticipated to shed further light on how to network and collaborative leadership theories are applied to crisis management in Israel's public sector.

Leadership and crisis management and their link to improvement of hotel performance: A study of the Jordanian hotel sector

The current environment of volatility, uncertainty, complexity and ambiguity has created a prolonged state of uncertainty for the Jordanian hotel industry. Crisis management leadership is one of the most important attributes for a hotel. The main aim of this study is to evaluate the mediating role of crisis management, the moderating role of a leader’s experience, their relationship to styles of leadership (transformational and transactional) and the resultant performance of Jordanian hotels. Research was based on a self-distributed questionnaire survey of 119 respondents currently holding managerial positions in Jordanian 3 to 5 star hotels. Partial Least Square Structural Equation Modelling was then employed. The findings suggest a transformational leadership style and crisis management experience are the most important attributes for a leader to sustain hotel performance during a crisis. Leaders with a transactional leadership style need crisis management skills to sustain hotel performance rather than experience which is not as important in their case. This paper proves that different leadership styles have a different influence on a hotel’s survivability during a crisis. Therefore, a hotel’s management group must ensure that a leader with an appropriate leadership style takes control during these situations. By combining leadership attributes, experience, and crisis management in a comprehensive framework to ensure sustainable hotel performance in the face of a crisis, this study adds to the body of knowledge on leadership and crisis management practices.

Responsible Leadership in Crisis Management: Lessons from the Cuban Missile Crisis and Russia-Ukraine War

This research paper examines the role of responsible and irresponsible leadership in two major crises: the Cuban Missile Crisis and the Russia-Ukraine War. The paper provides a background and context for responsible leadership and an overview of the two crises. The purpose and significance of the research paper are discussed, along with an analysis of the leadership style of key figures in each crisis. The paper evaluates how President Kennedy’s responsible leadership approach contributed to a successful resolution of the Cuban Missile Crisis and how Khrushchev’s irresponsible leadership approach contributed to an escalation of the crisis. Similarly, the paper examines how President Putin’s responsible leadership approach contributed to a more stable and peaceful resolution of the Russia-Ukraine War, while Yanukovych’s irresponsible leadership approach contributed to the destabilization of Ukraine. The paper concludes by discussing the importance of responsible leadership principles in crises, highlighting how leaders who prioritize transparency, ethical decision-making, and a commitment to promoting the broader social, economic, and environmental interests of the population can build trust, reduce tensions, and promote peaceful solutions. The paper also highlights the consequences of leaders who prioritize their own interests over the broader interests of the population, disregard democratic norms, and engage in deceptive or unethical behavior, which can contribute to instability, escalation, and conflict. Overall, this research paper contributes to a better understanding of the impact of responsible and irresponsible leadership in crises and highlights the need for leaders to prioritize responsible leadership principles in all aspects of their decision-making process, particularly during times of crisis.

The Role of Leadership in Crisis Management in Islamic and Contemporary Management Thought

This study aims at comparing contemporary administrative thought with Islamic administrative thought in light of the role of leadership in crisis management, and then the tendency towards better management thought in application and urging organizations to apply it. For example, there is a conflict between Western theories and concepts with Islamic values such as the worship of, and reliance on, God. The limits of the study relate to contemporary administrative and Islamic administrative thoughts in crisis management’s methods. It develops a proposed future vision for developing leadership methods to confront crises within contemporary administrative and Islamic management thoughts. Managing and facing crises, in part, is one of the most important challenges related to leadership efficiency in various institutions; The efficiency and effectiveness of leadership in times of crises can turn the threats resulting from those crises into opportunities.

Depok City Creative Economy Development Strategy During the Covid-19 Pandemic

This article examined the dynamics of the Depok City Government’s strategy to strengthen the creative economy sector in a sustainable manner during the Covid-19 pandemic. Qualitative research methods were used to explore field data, using the data analysis techniques proposed by Miles, Huberman and Saldana. The location studied was Depok City, a hinterland for the capital Jakarta, and the study took place in July 2020 – February 2021. The results revealed that the Depok City Government responded to the Covid-19 pandemic through collaborative synergies with other related agencies and established a digital network for traditional markets that accommodated the ongoing creative economy sector development program. According to the results, the strategy of sustainable creative economic development focused on crisis management leadership, especially observation, direction, coordination and accuracy of deliberative decision making. Also, the effectiveness of the development strategy was supported by synergies of cooperation between creative economy sector stakeholders. The implications of changing the creative economy development strategy were the development of collaborations and risk sharing as well as the continuity of digital platform management for marketing and developing creative economy businesses in Depok City during the pandemic.
 Keywords: strategy, creative economy, collaboration, digital platform

Leadership, boundary spanners and team learning in crisis management

In early 2020, decision makers in Stockholm were concerned that intensive care units (ICUs) would fill up because of the massive spread of the coronavirus. Therefore, they decided that a group of doctors, a construction company and the Swedish Armed Forces would build a temporary hospital inside an exhibition hall. Using field study observations and in-depth interviews, this study investigates the role of boundary spanners and leadership in crisis management and team learning. Two types of boundary spanners were prevalent: the 'Leader' and the 'Expert', and together they are crucial for successful crisis management, and for team learning. This study contributes to filling a gap in research regarding the role of boundary spanners in team learning within and across teams. Results show that research into boundary spanners and team learning can use the variables in Edmondson's team learning model for thematic data analysis, and to describe and understand how boundary spanners can contribute to learning within and across teams, when collaborating in the mutual management of crises.

THE ROLE OF STRATEGIC LEADERSHIP IN CRISIS MANAGEMENT THROUGH STRATEGIC PLANNING AS A MODERATOR VARIABLE

This research aims to identify the strengths in the strategic leadership that emerge through their practices and their role in crisis management in government institutions in Iraq, and to the role of strategic planning that works to strengthen that relationship. As the presence of strategic leadership is one of the most important constituents of organizations in the course of development, allowing them to face the various problems, unrest and crises that may be exposed to them, and in the circumstances characterized by uncertainty experienced by the organizations, the presence of such strategic leaders is expected to have A prominent role in facing the crises facing government institutions today. The conceptual framework of the current study is based on three main variables: strategic planning, an interactive variable, strategic leadership, an independent variable, crisis management, and a dependent variable. As the main question of the study was formulated as follows: "What is the role of strategic leadership in crisis management in the Iraqi education sector, sample of the study? What is the role of strategic planning in strengthening that relationship?" This study was applied in the government education sector in Iraq in the Directorate of General Education in Dhi Qar and the Directorate of General Education in Muthanna. The current study relied on the descriptive method to analyze the opinions of a sample of (148) from the directors working in the directorates of education and their affiliated departments, who were randomly chosen and using a set of statistical tools available in SPSS programs. V.22 –AMOS V.22)). The study reached several conclusions, the most important of which are: 1- The results obtained showed that there is a positive direct impact relationship between strategic leadership and crisis management. 2- The presence of an important interactive role for strategic planning that enhances the direct relationship between strategic leadership and crisis management.

The Role of Proactive Leadership in Crisis Management by Mediating Human Resource Reengineering

This research aims to know the role, impact and importance of proactive leadership in crisis management and mediating the re-engineering of human resources. It dealt with the subject of proactive leadership and its relationship with other variables (crisis management, reengineering of human resources), and the dimensions of proactive leadership were represented (proactive personality, proactive behavior), while the crisis management variable represented in its dimensions (crisis characteristics, causes of crisis emergence, stages of crisis emergence, crisis outcomes While the dimensions of the human resource re-engineering variable were (the organizational dimension, the technological dimension, the human dimension), where the study population reached (1250), the researcher chose a sample of (300) including (the director and his assistants, heads of departments and divisions, and employees) and the researchers adopted the descriptive analytical approach As well as the use of the statistical program (SPSS), and the study reached a number of results, most notably (there is an effect of proactive leadership in all stages of crisis management, directly or indirectly, from Through the re-engineering of human resources as a mediating variable). The most prominent recommendations are (the necessity of adequate attention to enhance proactive leadership behaviors and make them more influential at the level of the organization as a whole, especially in dealing with and dealing with the electricity crisis.

The body fables in Babrius, Fab. 134 and 1 Corinthians 12: Hierarchic or democratic leadership in crisis management?

Body metaphors and body fables were frequently used in ancient discourse for social communities and politics. This article will examine a body fable by the Greek fabulist Babrius (Babrius, Fab . 134) that has been overlooked in research so far. It shows a remarkable similarity to 1 Corinthians 12 through the use of central terms such as σῶμα and μέλος or personified speaking body parts such as an eye and head. Even if no literary direct dependence is claimed, the text, which was written at about the same time as 1 Corinthians, sheds light on Paul’s understanding of the body fable. It becomes apparent, however, that the rhetorical function is fundamentally different in the two texts. Whilst the body fable in Babrius reinforces hierarchical structures, Paul emphasises the equality of the various body parts. The discussion about the ‘implicit ethics’ of these two texts is hermeneutically embedded in the current Corona crisis and the management of the crisis in different forms of organisation and state. Contribution: The contribution makes the overlooked Babrius Fable 134, a body fable in political context, known in New Testament scholarship. A comparison with 1 Corinthians 12 points out that despite close analogies in plot and vocabulary, the message regarding the social structure diverges radically: While Babrius propagates a reinforcement of hierarchical leadership, 1 Corinthians 12 pleads for a community based on equivalence.

The Role of Strategic Leadership in Crisis Management the Case of Governmental Sector in the Northern Iraq – Erbil City

The study aimed to identify the role of strategic leadership in the internal security apparatus, and measure its capabilities in crisis management in the Northern part of Iraq, by studying the dimensions of strategic leadership (spreading organizational learning, empowering workers, spreading organizational culture, strategic visualization, and organizational control), highlighting its relationship and its impact. In managing crisis, the study made suggested recommendations to strengthen and develop the role of strategic leadership in crisis management. The research targeted governmental institutions of the Northern part of Iraq and questionnaire was used as a means of data collection.

Heterogeneidades das políticas estaduais de distanciamento social diante da COVID-19: aspectos políticos e técnico-administrativos

Resumo Este artigo tem o objetivo de analisar a liderança dos governos estaduais brasileiros na implementação de políticas de distanciamento social para o enfrentamento da disseminação da COVID-19. Pressupõe-se que as políticas de distanciamento social são heterogêneas, apesar da liderança dos governos, ou seja, apresentam certo grau de assimetria nas restrições do funcionamento do comércio e de atividades com potencial de aglomeração de pessoas. Diante disso, foram combinados os debates sobre processo de produção de políticas públicas e sobre autonomia e federalismo, para investigar a influência dos fatores políticos ou técnico-administrativos nas políticas estaduais. Os seguintes procedimentos metodológicos foram utilizados: análise de conteúdo de 134 normativas estaduais; mapeamento do alinhamento político-partidário dos governadores estaduais ao presidente da República; análise dos recursos médico-hospitalares de cada unidade da federação baseada no Cadastro Nacional de Estabelecimentos de Saúde (CNES). O contexto emergencial revelou baixa coordenação interfederativa pelo governo federal, provocando uma competição entre entes federativos e forte liderança estadual na gestão da crise no âmbito local. A pesquisa mostra, por um lado, que as decisões sobre as políticas de distanciamento social não podem ser explicadas por fatores políticos; e por outro, a correspondência entre a capacidade do sistema de saúde local e o nível de rigor das políticas de distanciamento social. Conclui-se que, na atual situação de transtorno social intenso, preferiu-se a racionalidade técnica a barganhas políticas.

Responsible Leadership and Reputation Management During a Crisis: The Cases of Delta and United Airlines

This study argues that actions taken during a crisis within the responsibility compass impacts reputation. The lens of responsible leadership was chosen from among the different foci of leadership scholarship because of its emphasis on relational and ethical dimensions. The focus of this study was the actions undertaken by the CEOs of United and Delta Airlines after the forceful removal of the passengers and its influence on the reputation capital as measured by the changes in the respective share prices of the airlines. The overarching question was whether there was clear statistical evidence that linked the actions undertaken as part of the crisis management efforts and the reputation of the airlines. Findings from this study suggest that actions taken as part of responsible leadership compass explained the variations in the share prices. In the case of United Airlines almost 70% of the variations in the share prices could be explained by responsible leadership, whereas in the case Delta airlines only 50.6% of the variations in the share value could be predicted based on the role of leadership in crisis management.

Destructive leadership in crisis management

PurposeThe purpose of this paper is to contribute to increased knowledge of destructive leadership in crisis management. The specific research questions are: (1) What types of destructive leadership behaviours can be identified in leaders in crisis management? and (2) Why are these behaviours considered destructive in this context?Design/methodology/approachAbout 21 informants involved in crisis management at regional, local and operational levels in Sweden were interviewed. They were selected since they had recently been involved in severe accidents and/or crises (e.g. terror attacks, forest fires). A grounded theory analysis of interview data yielded two core variables: destructive leadership behaviours, and appraisal: interpretation of leader behaviour.FindingsThe study identified seven different destructive leadership behaviours: four task-related and three relationship-related. Task-related behaviours primarily led to negative consequences for the task/crisis. Relationship-related behaviours have negative consequences for subordinates' job satisfaction, well-being and/or sense of meaningfulness. The paper relates the identified behaviours to existing leadership ideals within crisis management and discusses behaviours that appear to be unique for the crisis management context.Practical implicationsThe paper highlights the fact that great crisis managers are not always good at managing relationships, which may have negative implications for crisis management in the long term.Originality/valueDestructive leadership is a research field that is rapidly expanding. However, there is a lack of knowledge concerning the nature of destructive leadership behaviours and what makes an individual appraise a leader as destructive in crisis management.

The Impact of Strategic Leadership on Crisis Management

The crisis is an unusual and stressful event. It is highlighted by the strategic gap due to the lack of adaptation to the changes that occur in the organization's environment. This study aims to identify the reality of strategic leadership represented by (investing strategic capabilities, defining strategic direction, improving and developing human capital, strengthening organizational culture with ethical practices, implementing balanced regulatory supervision) and crisis management represented by (detection of warning signals, preparedness and prevention, containing and limiting damages, restoration of activity, and learning) at OOREDOO Q.S.C. (Ooredoo), Qatar - Company, in addition to highlighting the role of strategic leadership in Crisis management in the Company. The study found that there is a statistically significant effect of Strategic leadership practices of all dimensions on Crisis management. It recommended that OOREDOO Q.S.C. (Ooredoo), Qatar - Company focus more on studying and analyzing its internal environment to identify the strengths and weaknesses in it and identify possible indicators of the occurrence of the crisis, and thus help it to enhance its strengths and take appropriate solutions to remedy its weaknesses, along with taking the necessary measures to prevent crises from occurring and reducing their impacts and its negative repercussions.

Leveraging culture and leadership in crisis management

Purpose The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to crisis management. Design/methodology/approach In this paper, a conceptual framework has been proposed that is based on the literature findings of organizational culture, leadership and crisis management. Two types of cultural elements are used; internal versus external focus and low versus high flexibility. Organizational crisis management process is explained through the five-stage life cycle, including signal detection, prevention, damage containment, recovery and learning. Four types of leadership are included; directive, transactional, cognitive and transformational that are critical during crisis management. Five research propositions have been proposed for each stage of crisis management. Findings Five research propositions have been proposed based on the stages of crisis management. Research limitations/implications The conceptual framework needs to be tested for validity. More research is needed on how changing demographics and technology affect these constructs. Organizations need to develop through reflective practices that focus on leadership competencies and crisis-prone culture to tackle any crisis event. Practical implications Organizations need to develop leadership competencies and crisis-prone culture. Organizations needs to be reflective on their practices. Originality/value The proposed conceptual framework is an expanded version of the crisis response leadership matrix (CRLM) model of Bowers et al. (2017). In this paper, an unique concept is presented by aligning leadership, culture and crisis management with respect to each stage of crisis management and types of crisis.

The Role of Effective Leadership in Crisis Management: Study of Private Companies in Kurdistan

The main aim of the current study is to investigate the relationship between leadership styles and crisis management in private businesses. Leaders and managers of business corporations and large organizations permanently make crucial decisions and expect good results in achieving the objective that they have in mind. A quantitative technique used in order to analyses this study. 130 participants were involved in the present study. The researcher developed three main research hypotheses. The findings revealed that the highest value among all leadership styles was transformational leadership. A bigger sample size and including all the key races in Kurdistan would provide support for further studies

The Financial and Public Health Emergencies in Flint, Michigan: Crisis Management and the American Federalism

The case study uses secondary information to examine the financial crisis that morphed into public health emergency in Flint, Michigan. While previous crisis management studies have examined financial crises and public health emergencies, the present study embodies both of them and offers an opportunity to understand how multi‐level governments cooperate in responding to multiple emergencies. The overarching question of interest is how do local governments cooperate with multi‐level governments to respond to multiple local emergencies? The specific research questions are as follows: (i) What are the causes, consequences, cautions, and coping strategies of the Flint crises; (ii) What are the roles of multi‐level governments in responding to the Flint crises? and (iii) What are the indicators of success and failure in the response by multi‐level governments to the Flint crises? The paper draws on the American federalism and crisis management scholarship for context and finds that crisis management leadership, effective communication, subsidiarity principles as in multi‐level response, and accountability are necessary for effective response efforts that build resilient organizations. The findings corroborate previous studies making the present study generalizable to other emergencies. Local governments can learn from the Flint experience in mitigating the impact of crises.

METACOGNITIVE DECISION MAKING IN OIL SPILL RESPONSE-BEHAVIORAL BIAS IN RELATION TO PERCEIVED RISK

ABSTRACT 2017-205 Catastrophic events like Deepwater Horizon, Exxon Valdez, major hurricanes, and other such anomalies have a tendency to overwhelm the initial crisis management leadership due to the chaotic nature of the event. The inability to quickly and accurately make critical assessments about the magnitude and complexity of the emerging catastrophe can spell disaster for crisis managers long before the response ever truly takes shape. This paper argues for the application of metacognitive models for sense and decision-making. Rather than providing tools and checklists as a recipe for success, this paper endeavors to provide awareness of the cognitive processes and heuristics that tend to emerge in crises including major oil spills, making emergency managers aware of their existence and potential impacts. Awareness, we argue, leads to recognition and self-awareness of key behavioral patterns and biases. The skill of metacognition—thinking about thinking—is what we endeavor to build through this work. Using a literature review and cogent application to oil spill response, this paper reviews contemporary theories on metacognition and sense-making, as well as concepts of behavioral bias and risk perception in catastrophic environments. When catastrophe occurs—and history has proven they will—the incident itself and the external pressures of its perceived management arguably emerge simultaneously, but not necessarily in tandem with one another. Previous spills have demonstrated how a mismanaged incident can result in an unwieldy and caustic confluence of external forces. This paper provides an awareness of biases that lead to mismanagement and apply for the first time a summary of concepts of sense-making and metacognition to major oil spill response. The views and ideas expressed in this paper are those of the author and do not necessarily reflect the views of the U.S. Coast Guard or Department of Homeland Security.