Leadership In Crisis Management Research Articles

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.

Research of the Effectiveness of Strategic Leadership in Crisis Management a Comparative Study in Large Scale Enterprises and SMES in Konya 3rd Industrial Zone

Crisis Management (CM) is a necessary concept for organizations to continue their activities and life courses. In this case, one of the most important factor to get different advantages from crisis occurs inside and out of the organization is the degree of the leadership. Strategic leadership (SL) is one of the most important leadership style in CM process due to come to the fore of the concepts of especially innovative, process manager and the status quo guardian. Especially in this article, in large scale enterprises, it is observed an interaction between participative innovator and all crisis periods. Also, in large scale enterprises there is an interaction between high control innovator and all crisis periods. In SMEs there is an interaction between high control innovator and crisis period. And in SMEs there is an interaction between status quo guardian and pre-crisis period. Finally, in SMEs, there is an interaction between process manager and crisis period. This study was conducted by questionnaire technique and performed senior managers in large scale enterprises and SMEs in Konya 3RD Industrial Zone.

Leadership in Crisis Management: Separation of Leadership and Executive Concepts

Crisis is the truth of today's fast paced business world. Rapid organizational change, changing economic conditions, problems of personnel, unexpected technological changes and political effects cause instability on today's business world. This instability appears out of state control as economic disruptions that result in crisis. Crisis affecting our country and all other countries in the world also influences not only vacated people but also other individuals who concerns about losing their jobs. This economic uncertainty seemingly interests corporations. However environment is also one of the factors that affects crisis. If crisis isn’t brought under control or managed properly, it will come about and create chain crisis. Because of the increasing chaos, change from authoritarian leadership through teamwork and participative management mentality has been observed. Commerce has been getting more and more complicated and complex. These changes have transformed traditional crisis leaders to a leader model that makes scenario analysis and work done co-ordinately with a team by gathering lots of different point of view to create optimum solution. Leadership and crisis concepts are discussed together in order that implementation of leadership in crisis can be understood. Crisis leadership is also regarded as optimally and timely assessment process of adverse condition's effects whatever its reason is. In the first section of this article which will be presented with extensive literature, general information about leadership concept from Total Quality Management principles and comparison of leader and executive concepts will be given. In the second section, leadership in crisis management will be mentioned and in the last section the importance of lead executive in crisis and its contribution to literature will be reviewed.

Role of Self-managing Leadership in Crisis Management: An Empirical Study on the Effectiveness of Rajayoga

Crises are common in the modern world and the value system of leaders plays a crucial role in effectively managing the crises. The role of self-managing leadership in crisis management is explored in this article. An empirical study is conducted to understand the effectiveness of the ancient self-management technique called Rajayoga. It is based on a sample survey among two groups—one group not practicing Rajayoga and the other group practicing Rajayoga. It is found that the inner powers and innate values have a positive correlation with crises management capabilities. Further, these capabilities and correlations are found to be stronger in a group of people practicing Rajayoga for self empowerment. The relationship between inner powers and innate values, the interactivity and proactivity among the inner powers, the relationship between the ‘doing’ powers and the ‘being’ powers are also confirmed through the study.

The Role of Enlightened Leadership in Crisis Management:The Year of Famine

This study attempts to answer a key question which is the subject matter of this research problem: what are the lessons learned from the experience of the Caliph Omar Ibn al-Khattab as a model for enlightened leadership and good governance in the management of a famine crisis? The question is further subdivided into the following questions: 1: What is the role of leaders in crisis management? 2: What are the characteristics of the role played by the Caliph Omar Ibn al-Khattab in managing the crisis in the Year of Famine? To answer these questions, the study was divided into four chapters, an introduction and a conclusion. Chapter 1 - discusses the concept of crisis management, Chapter 2 - the concept of leadership, Chapter 3 - the concept of good governance while Chapter 4 addresses the management of the crisis in the Year of Famine and the model of good governance of Caliph Omar ibn al-Khattab, and highlights the leading role of the State of Qatar and its civil society. Three methodological approaches were used: theoretical grounding of concepts, the purposes of Islamic Sharia and a comparative approach. The study reached a number of conclusions, the most important of which are the emphasis on the importance of the political role of leadership, and that the concept of good governance was shown in the model of the Caliph ibn al-Khattab through sacrifice and responsibility.