The language of leadership in a deadly pandemic

Russell, Craig; Amernic, Joel

doi:10.1108/sl-05-2020-0068

Cited by 6 publications

(10 citation statements)

References 2 publications

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“…From the perspective of the management and governance of the COVID-19 pandemic, the so-called high-performing leaders – including but not limited to Jacinda Ardern of New Zealand, Mette Frederiksen of Denmark, Scott Morrison of Australia and Tsai Ing-wen of Taiwan (The Guardian, 2020; Chater, 2020; Pang, 2021) have been compared to their so-called low-performing counterparts – including, but not limited to, the then US president, Donald Trump, Jair Bolsonaro of Brazil and the UK prime minister Boris Johnson (Craig and Amernic, 2020; Independent, 2020; Ladkin, 2020; Pollock and Steen, 2021; Gottlieb, 2021), mainly on the basis of the former’s ability to understand and implement the precautionary principle, particularly at the early stages of the pandemic. Specifically, these high-performing groups were credited for adopting a precautionary strategy – a “worst-case scenario” approach – that allowed them to immediately impose full national lockdowns, including enforcing the closure of schools, gyms, markets and national borders as early as March 2020 (The Guardian, 2020).…”

Section: Methodsmentioning

confidence: 99%

Failure of crisis leadership in a global pandemic: some reflections on COVID-19 and future recommendations

Okoli

Arroteia

Ogunsade

2022

LHS

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Purpose Being a novel public health crisis, the COVID-19 pandemic presented world leaders with difficult options and some serious dilemmas that must somehow be negotiated. Whilst these leaders had limited knowledge about the coronavirus and how the pandemic would potentially evolve, they were still expected to make high-staked judgements amidst a range of uncertainties. The purpose of this paper is to explore the response strategies used by various world leaders from the perspective of crisis leadership within the public health domain. Design/methodology/approach Secondary data was collected from research papers, policy reports and credible media outlets to examine the construct of crisis leadership within the context of the global pandemic. Findings The paper identified three cognitive antecedents to the COVID-19 crisis leadership failures, which helped to explain why certain policy decisions were successful and why others were less so. On this basis, a clear dichotomy was drawn between highly rated leaders and their less successful counterparts in relation to the management and governance of the coronavirus pandemic. Originality/value The uniqueness of this paper lies in its psycho-political approach, which offered insights into the cognitive undertones that underpin the three leadership failures that emerged from the distinct approaches used by world leaders to prepare for, respond to and recover from the COVID-19 pandemic. The practical recommendations proposed in this paper are hoped to aid better decision-making for leaders faced with the task of managing future public health crises.

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Section: Methodsmentioning

confidence: 99%

Failure of crisis leadership in a global pandemic: some reflections on COVID-19 and future recommendations

Okoli

Arroteia

Ogunsade

2022

LHS

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“…Craig [23] analyzed the language of leadership in such a deadly COVID-19 pandemic. The authors discussed the politics of pandemic speech and stated that when leaders do not know what they do not know, the risk of pretending to be knowledgeable ramps up communication in a crisis.…”

Section: Leadership In Governmentmentioning

confidence: 99%

“…The authors discussed the politics of pandemic speech and stated that when leaders do not know what they do not know, the risk of pretending to be knowledgeable ramps up communication in a crisis. Leaders should consider a message that can be inferred from their words and not use intemperate language during a crisis [23].…”

Section: Leadership In Governmentmentioning

confidence: 99%

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Effective Leadership for Knowledge Sharing by Enterprise Social Networking (ESN) during Crisis

Zhou¹

2023

Business, Management and Economics

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This chapter explores effective human resource development strategies during and post-crisis. Particularly, during the COVID-19 pandemic crisis, the remote and hybrid measures taken by multinational corporations (MNCs) play a significant role in the development of people. According to previous literature, the internal enterprise social network (ESN) of MNCs, localization of human resources in overseas subsidiaries, and flexibility and resilience of human resource systems have a positive impact on people’s development during this crisis. Leadership has a moderating effect on using the internal ESN for remote learning, people development performance, and organizational resilience building via crises. Based on a literature review and theoretical analysis, this chapter puts forward several propositions to clarify the kind of leadership and leadership competencies that positively influence knowledge sharing through ESNs and organizational resilience innovation. Suggestions for leadership development. This chapter serves as a good reference for both business professionals and academic researchers. It provides original suggestions for both MNCs and small and medium-sized enterprises.

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“…Furthermore, most of these studies are snapshots in time and focus on macro-level research, and only a few have explored how leaders and managers in the hotel industry are managing the crisis-e.g., their strategies and actions over time [11]. Interestingly, researchers have discussed that, due to the COVID-19 pandemic, leadership theory and practice is also in crisis [13][14][15] and challenges existing business research [16]. This is because existing leadership theories offer little help when analyzing environments of uncertainty-e.g., crisis or disaster.…”

Section: Introductionmentioning

confidence: 99%

Adapt or Die

Högberg

2022

Int. J. Adv. Corp. Learn.

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The aim of the present paper is to uncover and illustrate how leaders are managing the COVID-19 crisis and practice resilience in their daily leadership practices. The hospitality industry is the context of the study. This study has used a qualitative, longitudinal research approach. In total 35 interviews with 10 managers in five hotel organizations have been conducted during 2020-2022. Furthermore, 70 hours of workplace observations have been conducted. . The study illustrates that the leadership practices was related to three themes: responding to the crisis, (ii) persistent adaption and (iii) learning during and from crisis. The result shed light on that the leadership practices were a balancing act of moving between emotional and rational decisions. The study also illustrated how the managers learning processes emerged from these practices of resilience as the managers continually were exposed to situations they had not experienced before and needed to manage in order for their firms to survive.

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The language of leadership in a deadly pandemic

Abstract: This article is made available under a Creative Commons Attribution Non-commercial International Licence 4.0 (CC BY-NC 4.0) and any reuse must be in accordance with the terms outlined by the licence.

Cited by 6 publications

References 2 publications

Failure of crisis leadership in a global pandemic: some reflections on COVID-19 and future recommendations

Failure of crisis leadership in a global pandemic: some reflections on COVID-19 and future recommendations

Effective Leadership for Knowledge Sharing by Enterprise Social Networking (ESN) during Crisis

Adapt or Die

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