Leader sensemaking style in response to crisis: Consequences and insights from the COVID-19 pandemic

Medeiros, Kelsey E.; Crayne, Matthew P.; Griffith, Jennifer A.; Hardy, Jay H.; Damadzic, Adam

doi:10.1016/j.paid.2021.111406

Cited by 20 publications

(20 citation statements)

References 25 publications

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“…The need for effective early response has been the main conclusion drawn by several independent inquiries into the course of the pandemic (McKee et al, 2020;Park and Cheung, 2021). Hence, the foci of our analyses are Ardern's and Trump's early responses (pre-June 2020); this approach is consistent with other research which has focused on early-stage responses (Medeiros et al, 2021). Our sample has been selected purposively because the US and New Zealand represent theoretically interesting exemplars of the phenomenon of interest (destructive leader behaviours during times of crisis) that are 'rare and unusual' (Nowell and Albrecht, 2019: p. 353).…”

Section: Sample and Datasupporting

confidence: 80%

Did destructive leadership help create the conditions for the spread of Covid-19, and what are the early warning signs?

Sadler‐Smith

Akstinaite

2022

Leadership

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This research asks: ‘were there any objectively identifiable signals in the words leaders used in the early stages of the Covid-19 pandemic that can be associated with ineffective management of the crisis?’ We chose to focus on the leaders of the two English-speaking nations that fared worst and best in the pandemic, the United States and New Zealand. By way of background and in order to contextualise the research, we compared and contrasted Trump’s and Ardern’s leaderships using the toxic triangle framework of destructive leadership. We then focused on the leader behaviour element of the triangle by using computerised text analysis (CTA) to analyse Trump’s and Ardern’s public pronouncements during the critical early stages of the pandemic. Based on a similarity index ( S), we identified linguistic markers associated with destructive leader behaviours and negative outcomes (Trump) and non-destructive leader behaviours and positive outcomes (Ardern). We discuss future applications of these linguistic markers for the diagnosis both of incumbent and potential leaders’ responses to crises management.

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Section: Sample and Datasupporting

confidence: 80%

Did destructive leadership help create the conditions for the spread of Covid-19, and what are the early warning signs?

Sadler‐Smith

Akstinaite

2022

Leadership

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“…As mid-level directors, they may not be straightforwardly engaged with assessing and correcting college strategies and methods that have unfurled. However, heads commonly take part in sensemaking (Medeiros et al, 2022) as they lead impartial execution of overhauled approaches, think about their impacts on personnel, staff, and understudies, and decide methods of speaking with significant partners. The division head liability includes jobs both as an entertainer and specialist of the foundation.…”

Section: Introductionmentioning

confidence: 99%

Islamic Boarding School Education Leadership in Supporting Face to Face Learning During the Pandemic Period in Indonesia

Trinova¹,

Iskandar²,

Fathurrochman

et al. 2022

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This study identified of school education leadership skills in supporting virtual learning approach during pandemic disruption. The author believes that online learning requires solid educational leadership, which can empower all potential and influence. Hence, learning objectives was affected by the Covid-19 pandemic run well. So, the researchers have visited several scientific publications on several application databases of educational leadership studies during the disruption of the pandemic several complications such as Eric Publications, Google book, Taylor and France, and many other publications actively discussing educational leadership issues during distance learning as a result of responding to the Covid-19 pandemic. While the review process involves several stages, first, giving coded the data, evaluated and looked for relevance, interpreted it in depth to conclude if the findings were relevant in answering valid questions. This study was entirely dependent on secondary data in the form of field details that have been published in various scientific publication journals, especially about educational leadership during pandemic disturbances. We found that there were a number of leadership educations was used to support virtual learning during pandemic as mention in finding section. Keywords: Virtual Learning, Learning Pandemic Time, Educational Leadership

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“…Not surprisingly, sensemaking have been applied to investigate the emotionally charged aspects of organizational and leadership processes during the pandemic ( Stephens et al, 2020 ; Christianson and Barton, 2021 ). The emotional aspects of collective sensemaking processes are particularly relevant in crisis leadership situations where the organization are facing extreme contextual factors ( Medeiros et al, 2022 ).…”

Section: Introductionmentioning

confidence: 99%

Crisis leadership in COVID-19: A qualitative study of Norwegian business leaders

et al. 2022

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BackgroundOn March 11, 2020, the World Health Organization declared the novel coronavirus outbreak a global pandemic. The crisis that follows presented significant adverse challenges for organizations and business leaders around the world. The present study aims to explore how the extreme context of the COVID-19 influenced crisis leadership, with emphasis on coping and adaptive approaches, in Norwegian leaders during the early stage of the pandemic.Materials and methodsA group of 11 Norwegian business leaders from different private sector companies were subject to an in depth, semi structured interview after the first 9 months of COVID-19. A sensemaking perspective and the Cognitive Activation Theory of Stress (CATS) were used to interpret the results.ResultsThe pandemic called for crisis leadership and a rapid adaptation to a radically changed situation. Restructuring of organizational processes and introduction of new routines were followed by support and caring for their employees during the first wave of the pandemic. All the leaders coped well with the situation, and some were excited over the opportunity to make a difference in this demanding and stressful situation. Many emphasized that the pandemic was an external threat, resulting in an acceptance of the situation, more transparency, collaboration, and generosity within the organization. Especially the willingness to change was challenged in a positive way. A more blurred line between office and home, and absence of social activities were mentioned as negative outcomes.

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Leader sensemaking style in response to crisis: Consequences and insights from the COVID-19 pandemic

Cited by 20 publications

References 25 publications

Did destructive leadership help create the conditions for the spread of Covid-19, and what are the early warning signs?

Did destructive leadership help create the conditions for the spread of Covid-19, and what are the early warning signs?

Islamic Boarding School Education Leadership in Supporting Face to Face Learning During the Pandemic Period in Indonesia

Crisis leadership in COVID-19: A qualitative study of Norwegian business leaders

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