Measuring the efficacy of leaders to assess information and make decisions in a crisis: The C-LEAD scale

Abstract

, and three anonymous reviewers at The Leadership Quarterly for helpful input and comments on earlier versions of this manuscript.Citation: Hadley, C.N., Pittinsky, T. L., Sommer, S. A., & Zhu, W. (2009). Measuring the efficacy of leaders to assess information and make decisions in a crisis: The C-LEAD Scale.Unpublished manuscript. C-LEAD Scale 1Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis:The C-LEAD Scale AbstractBased on literature and expert interviews, we developed the Crisis Leader Efficacy in Assessing and Deciding scale (C-LEAD) to capture the efficacy of leaders to assess information and make decisions in a public health and safety crisis. In Studies 1 and 2, we find that C-LEAD predicts decision-making difficulty and confidence in a crisis better than a measure of general leadership efficacy. In Study 3, C-LEAD predicts greater motivation to lead in a crisis, more crisis leader role-taking, and more accurate performance while in a crisis leader role. These findings support the scale's construct validity and broaden our theoretical understanding of the nature of crisis leader efficacy.

Keeping Positive and Building Strength

“…Thus, it is possible that the negative affect experienced by study participants might have had a positive impact on outcomes other than resilience, such as decision-making effectiveness. This is certainly an area worthy of future research, although objective measures of effectiveness are very difficult to capture methodologically, given the uncertainty and volatility of crisis contexts (Hadley, Pittinsky, Sommer, & Zhu, 2011).…”

Patient empowerment: A cross-disease exploration of antecedents and consequences

“…For example, highly self-efficacious managers tend to more actively engage in decision making during crises (Hadley, Pittinsky, Sommer, & Zhu, 2011). Thus:…”

Crisis Leadership Efficacy of Nurse Practitioners

“…Information assessment and decision-making have been identified as 2 fundamental behaviors that are important for effective crisis leadership. [6][7][8][9][10][11] Furthermore, a synchronized and seamless flow of information exchange must occur between clinical leaders and pertinent team members under strict time constraints and within stringent protocols and guidelines.…”

“…Not much is known about the details of how leaders respond to a crisis effectively. 10,11,13 Very little is also known about how to identify the capabilities of leaders preemptively, that is, prior to their being in a crisis management role. 14 …”