A framework for examining leadership in extreme contexts

Abstract

a r t i c l e i n f o a b s t r a c tIn this review, we develop a framework to guide future research and to examine the execution of leadership in extreme contexts. We start by defining and distinguishing extreme contexts from crisis and other contexts. A five component typology is developed comprised of magnitude of consequences, form of threat, probability of consequences, location in time and physical or psychological-social proximity. We discuss the unique influences these components have on leadership processes in extreme contexts examining the relevance of organization types such as critical action and high reliability organizations. Further, we present a set of factors that may attenuate or intensify the dimensions comprising an extreme context, thus influencing either a team or organization's ability for adaptive leadership response. Ultimately this framework seeks to develop a richer understanding of extreme contexts to advance the future development of contextualized theories of leadership for extreme contexts.Published by Elsevier Inc.

Leadership Redundancy in a Multiteam System

“…In the transition phase a series of planning and preparation processes help members of the MTS develop shared mental models about how individuals and teams are supposed to think and interact during the course of an operation. Such processes (e.g., Safe Job Analyses, Tool Box Meetings, and Task Plans) help members of the MTS to see the big picture of the operation, reinforce standard operating procedures, anticipate problems, and minimize their occurrence 5 . However, given the complex nature of the work and the dynamic environment in which it takes place unexpected events will occur and the system must be able to respond quickly.…”

“…The environmental context is potentially extreme. Hannah et al [5] define an extreme context as one "where one or more extreme events are occurring or are likely to occur that may exceed the organization's capacity to prevent and result in an extensive and intolerable magnitude of physical, psychological, or material consequences to-or in close physical or psycho-social proximity to-organization members." An IMR trip involves many potential risks for the crew, vessel (e.g.…”

“…Since complex and flexible organizational designs are used to conduct high-risk work in potentially extreme environments [5], we need to understand the leadership dynamics that enable them to be effective. There is a growing body of research and theory on multiteam systems (MTS) [6], [7] as well as on organizations that operate successfully in high-risk environments (HROs) [2] [11].…”

Female Military Expats: Sixty Years of Work in International War Zones

“…It has been suggested that where there is minimal cultural distance between home and host cultures there should be less culture shock and greater ability of expatriates to understand the attitude and actions of local people or to predict behavior of local people (Gudykunst & Hammer, 1988). Fisher and Hutchings (2013) suggested that context matters and that cultural distance takes on more significance in an extreme context when there is threat of injury and to life and events occur which are unplanned (Hannah, Uhl-Bien, Avolio, & Cavarretta, 2009) and stress is more pronounced (for a discussion of stress and culture shock see also Redmond, 2000).…”

Uma análise dos antecedentes da confiança no líder numa unidade policial de operações especiais

“…Leadership and trust are two relevant elements to explain the difference in performance between organizations that are often similar (Braun et al, 2013;Pinheiro Neto, 2013;Zanini et al, 2003;Haas, 2005; Legood, Thomas and Sacramento, 2016;Hasel and Grover, 2017). Especially in contexts of high complexity and unpredictability, engagement and trust are essential to ensure cooperation in the search for internal adjustments necessary to construct rapid responses to the challenges of the environment (Hannah et al, 2009).…”