The Cuban Missile Crisis: Leadership as Disturbance, Informed by History

Chace, Sarah

doi:10.1002/jls.21367

Cited by 19 publications

(3 citation statements)

References 7 publications

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“…When leaders and their followers work together to improve morale and motivation, the approach is called "transformative leadership" by Burns (Seligman, 1980). Management and leadership can be difficult to distinguish, but the distinction lies in the qualities or behaviors of everyone (Chace, 2015). Transformational and transactional leadership are two of the principles that he came up with in his work.…”

Section: Transforming Leadershipmentioning

confidence: 99%

Exploring the Synergy of Synchronous and Asynchronous Learning Approaches in Medical Education

Abdullah

2023

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The quality of health services is one of the basic areas in all services provided by hospitals and health centers, and health institutions need distinguished leaders who can take responsibility to achieve their goals: efficiency and high quality. The presence of conscious administrative leadership that can make optimal use of its resources. This paper aimed to determine the impact of transformational leadership on healthcare quality in Laban Health Center in Riyadh. The result found that among the participants, the most influential results from the Dimensional Transformation Leadership Survey (inspirational motivation) were that 91.6% of respondents believed that their immediate superior makes them feel important in the work they do, the most influential results from the dimension on the quality of healthcare are Survey (Empathy) No. ( 17), 97% of respondents believe that the nursing staff behaves kindly with accompanying patients. The study aimed to assess the impact of transformational leadership on healthcare quality in Laban Health Center in Riyadh. The study found that the average (dimension of transformational leadership) is (3.95), which is considered a "high level", and this means that the respondents agree that the dimensions of transformational leadership are very high. A mean (dimensions of healthcare) (4.60) is considered 'high', meaning that participants agree.

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Section: Transforming Leadershipmentioning

confidence: 99%

Exploring the Synergy of Synchronous and Asynchronous Learning Approaches in Medical Education

Abdullah

2023

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“…One research gap in the existing literature on responsible leadership in crisis management is the lack of empirical research examining the impact of responsible leadership styles by the leaders of the Soviet Union and the US during the Cuban Missile Crisis. While there is an abundance of anecdotal evidence and theoretical studies by Scott (2022) and Chace (2015) discussing the importance of responsible leadership in crisis management, there is a need for more rigorous empirical research to assess the relative contribution of responsible leadership styles by the leaders of Russia and US to the successful resolution of crises. Furthermore, limited studies are found in the domain of responsible leadership style and the Russia-Ukarin war conflict.…”

Section: Problem Statementmentioning

confidence: 99%

Responsible Leadership in Crisis Management: Lessons from the Cuban Missile Crisis and Russia-Ukraine War

Ilyas¹

2023

OJBM

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This research paper examines the role of responsible and irresponsible leadership in two major crises: the Cuban Missile Crisis and the Russia-Ukraine War. The paper provides a background and context for responsible leadership and an overview of the two crises. The purpose and significance of the research paper are discussed, along with an analysis of the leadership style of key figures in each crisis. The paper evaluates how President Kennedy's responsible leadership approach contributed to a successful resolution of the Cuban Missile Crisis and how Khrushchev's irresponsible leadership approach contributed to an escalation of the crisis. Similarly, the paper examines how President Putin's responsible leadership approach contributed to a more stable and peaceful resolution of the Russia-Ukraine War, while Yanukovych's irresponsible leadership approach contributed to the destabilization of Ukraine. The paper concludes by discussing the importance of responsible leadership principles in crises, highlighting how leaders who prioritize transparency, ethical decision-making, and a commitment to promoting the broader social, economic, and environmental interests of the population can build trust, reduce tensions, and promote peaceful solutions. The paper also highlights the consequences of leaders who prioritize their own interests over the broader interests of the population, disregard democratic norms, and engage in deceptive or unethical behavior, which can contribute to instability, escalation, and conflict. Overall, this research paper contributes to a better understanding of the impact of responsible and irresponsible leadership in crises and highlights the need for leaders to prioritize responsible leadership principles in all aspects of their decision-making process, particularly during times of crisis.

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“…Within this category are articles in which references to Burns appear in lists of references or lists within texts and articles in which there is very little of the substance of Burns' writings (e.g., articles that mention transactional or transforming leadership without defining the terms). Here, references to Burns are largely too brief to convey any sense of the complexity of his thought (Albritton, Oswald, & Anderson, 2008;Alvesson & Jonsson, 2016;Andersen, 2016;Barisione, 2009;Beck, 2014;Bligh & Kohles, 2008;Carter, 2012;Chace, 2015;Choi, 2006;Clark & Waldron, 2016;Collinson, 2005Collinson, , 2017Collinson & Grint, 2005;Conger, 2013;Conrad, 2008;Crossman & Crossman, 2011;Cunningham & Jackson, 2011;Delbecq, House, de Luque, & Quigley, 2013;Edwards, 2017;Erickson, Shaw, & Agabe, 2007;Ewest, 2015;Flanigan, 2017;Fourie, van der Merwe, & van der Merwe, 2015;Frawley, 2009;Gabriel, 2005Gabriel, , 2015Gabriel, , 2017Gleeson & Knights, 2008;Goethals, 2017;Gormley-Heenan, 2006;Griffey & Jackson, 2010;Gronn, 2005;Groves & LaRocca, 2012;Harris, 2005;Harter, Ziolkowski, & Wyatt, 2006;Hetland, Sandal, & Johnsen, 2008;…”

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confidence: 99%