•CEOs faced five phenomena during COVID-19 that were different from other crises.•While crisis leadership theory was helpful, several of its ‘truisms’ did not hold.•Systems thinking helps explain ...their accounts in a complex, interconnected world.•We propose new orientations for leading during crisis in a changed world.
This essay argues that principals' capacity to advance equity might have been constrained by pre-COVID conditions. Drawing on the emerging literature on school leadership during the pandemic, the ...current article discusses how principals' capacity to advance equity was expanded as a result of the window of opportunities created by the COVID-19 pandemic. Given the increased frequency at which schools experience crises, understanding these opportunities may allow stakeholders to better support principals' efforts to enact equity-oriented leadership practices. Implications for leadership preparation, school funding, accountability policies, and future research are discussed.
Crisis Leadership Riggio, Ronald E; Newstead, Toby
Annual review of organizational psychology and organizational behavior,
01/2023, Letnik:
10, Številka:
1
Journal Article
Recenzirano
Odprti dostop
There is no situation where leadership is more important than during a crisis, and yet crisis leadership is a relatively underdeveloped field. This article explores what we know and what remains ...unknown about crisis leadership. We begin with an overview of what crises are, including different types and key dynamics of crises. We then review four leadership theories that offer insights into crisis leadership before elucidating five key competencies for crisis leadership. Three distinct avenues for future research are proposed, including exploring the distinctions and intersections of crisis leadership and crisis management, the cross-national and intercultural implications for leading through crises, and the role of ethics in leading well through crisis. Crises are increasingly frequent and complex, warranting a concerted effort to research, teach, and develop good crisis leadership.
The global COVID-19 pandemic has challenged nurse leaders in ways that one could not imagine six months ago. Along with ongoing priorities of providing high quality, cost-effective and safe care, ...nurse leaders are also committed to creating environments that support excellence in patient and family experience. This article will provide exemplars of how nurse leaders used decisive decision-making, adapted to novel situations and issues, ensured reliable and safe delivery of care and engaged patients, families and their workforce to create excellent experiences of care during the pandemic. Throughout this crisis, nurse leaders have learned how to grapple with quick and often uncertain decision-making, adapted ways to engage patient and family amidst new care situations and operational policies, delivered care reliably with ever changing metrics and measures and created environments to support and bring smiles to nurses and other health care staff. New opportunities to care for and positively engage patients and families have emerged. Experience Framework This article is associated with the Culture & Leadership lens of The Beryl Institute Experience Framework. ( http://bit.ly/ExperienceFramework ) Access other PXJ articles related to this lens. Access other resources related to this lens
COVID-19 pandemic has considerably impacted the tourism and hospitality industry, posing significant challenges for the associated stakeholders. Effective crisis response is an essential tool for ...mitigating the negative impacts of this ongoing crisis. The paper explores the intersection of crisis leadership and crisis decision-making in the context of COVID-19. The study reviews the elements of crisis leadership in tourism and hospitality, and highlights its role in shaping an effective and informed crisis response. The paper provides novel insights and implications for the industry as a guidance for coping with the current and future crises.
During extreme crises, governments' capacity is compromised, and they need support from non-profits, especially to reach the vulnerable and marginalised. Our qualitative study examines leadership ...response to the COVID-19 pandemic at four US and Indian non-profits; they paused their mission-related activities to focus on crisis leadership tasks. Our key findings reveal the importance of obtaining reliable information, balancing service delivery and stakeholder safety, communication with stakeholders, accepting the new normal and adopting creative solutions. These findings can inform training non-profit leaders on a number of key issues.
Generally, the purpose of this study is to extract leadership indicators at the time of crisis and specifically, to identify the most effective indicators during the corona crisis. In the present ...study, a mixed-methods approach (qualitative and quantitative) has been used. In the qualitative part, the research approach is exploratory, and in the quantitative part, it is descriptive-survey. In the qualitative phase, initial data was obtained from reviewing the literature and coding of previous researches and data analysis was performed using a theme analysis method in Maxqda 2018 Software. In the quantitative phase, to prioritize the themes obtained from the literature review, they were given to 10 leaders of active international corporations in the form of AHP questionnaire. Finally, using Expert Choice Software, the weights of the data were calculated and they were all prioritized. Our investigations have shown that the indicators of crisis leadership can be prioritized as strategic awareness, empathetic communication, analytical thinking, facilitation skills and flexible guidance. The current research is the first one conducted with this approach, especially in Iran, and its results can also be considered by managers in other organizations as well.
The global scale and unpredictable nature of the current COVID-19 pandemic have put a significant burden on health care and public health leaders, for whom preparedness plans and evidence-based ...guidelines have proven insufficient to guide actions. This article presents a review of empirical articles on the topics of “crisis leadership” and “pandemic” across medical and business databases between 2003 (since SARS) and—December 2020 and has identified 35 articles for detailed analyses. We use the articles’ evidence on leadership behaviors and skills that have been key to pandemic responses to characterize the types of leadership competencies commonly exhibited in a pandemic context. Task-oriented competencies, including preparing and planning, establishing collaborations, and conducting crisis communication, received the most attention. However, people-oriented and adaptive-oriented competencies were as fundamental in overcoming the structural, political, and cultural contexts unique to pandemics.
The Covid-19 pandemic has severely tested the leadership and communication abilities of political leaders globally. Guiding an effective response to the global pandemic has required leaders to ...demonstrate not only effective planning and coordination skills, but the ability to communicate clear consistent messages in an empathetic manner as well. In New Zealand the first confirmed case of Covid-19 was recorded on February 28 and over the course of March and April 2020, 1,132 further cases of Covid-19 were confirmed and 19 deaths - a much lower transmission rate than most industrialized nations. On 27 April 2020, New Zealand Prime Minister Jacinda Ardern announced that they had won the battle against community transmission of Covid-19. This paper analyses the speeches and public statements (n = 40) made by Prime Minister Ardern in March and April 2020 through the lens of crisis leadership and crisis communication. In particular, it looks at the use of different mediums (parliamentary statements, daily briefings, Facebook Live broadcasts and podcasts) as mechanisms for engaging in narrative and dialogue with the public. The paper underscores the importance of communication in crisis management and looks at how positive and consistent messaging inspires confidence and social solidarity.
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