PurposeThe purpose of this paper is to examine the extent to which leadership attributes, masculinity, risk taking and decision making affect perceived crisis proneness.Design/methodology/approachThe paper draws mainly on the literature about gender, leadership and organizational crisis to explore whether masculinity predicts crisis proneness, and the extent to which leadership attributes as well as risk‐taking and decision‐making style are efficient predictors of perceived crisis preparedness (CP). Utilizing pertinent literature and concepts, the paper evaluates a database of 231 female and male managers.FindingsAs hypothesized, masculinity is positively associated, whereas transformational leadership is inversely associated with perceived crisis proneness. Both participative decision making and passive management predict higher degree of perceived crisis proneness and so does risk taking.Research limitations/implicationsMore in‐depth research as well as larger and more diverse sample is required to explore more definitively why and how masculinity is positively associated with crisis proneness.Practical implicationsThe paper provides preliminary evidence regarding the merits of feminine leadership traits as facilitators of CP This finding does not, however, preclude the usefulness of masculine attributes in managing actual organizational crises. The findings appear particularly relevant given the current turbulent business environments and the increasing frequency and magnitude of corporate crises.Originality/valueThe paper synthesizes evidence on CP proneness and gender, and the evidence of feminine attributes as an important antidote to perceived crisis proneness. The paper outlines reasons for this phenomenon and implications for placement of managers in current business arenas.

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