A social identity approach to crisis leadership

Abstract

This paper discusses the importance of a social identity approach to crisis leadership in the context of global crises such as the Covid‐19 pandemic and emphasizes the interconnected relationships between leaders and followers. I highlight the role of leaders in fostering unity and shaping citizens' responses especially during crises. I discuss the nature of crises and the significant role of political leaders in guiding societal responses and suggest that crisis leadership extends beyond individual competencies and behaviours and involves a shift from individual to collective responses. With this, I introduce the social identity approach to leadership that views leadership as a social influence process and emphasizes the importance of creating a sense of ‘we‐ness’ among followers. Following from that, crisis leadership involves leaders constructing defining features of collective identity and efficacy to address crises appropriately. However, the value of this approach depends on the careful definition of shared identity boundaries, consideration of diverse experiences within society, the evolving nature of crisis leadership over time and potential consequences of crisis leadership. The sustainability of identity leadership, the dynamics of intergroup and subgroup processes, and the complexities of various crises are identified as areas requiring further research.