The Meta-Leadership Model for Crisis Leadership

McNulty, Eric; Marcus, Leonard J.; Grimes, Jennifer O.; Henderson, Joseph M.; Serino, Richard

doi:10.1093/acrefore/9780190228637.013.2032

Cited by 4 publications

(17 citation statements)

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“…Meanwhile, the meta‐leadership framework (developed by McNulty, Marcus and their other colleagues from Harvard) 38–40 speaks to the need for leaders who can bridge multiple worlds and work together, especially in times of crisis. The meta‐leadership framework was first developed from studying various emergency situations (e.g.…”

Section: Resultsmentioning

confidence: 99%

LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review

et al. 2023

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BackgroundLeaders in academic health sciences centres (AHCs) must navigate multiple roles as an inherent component of their positions. Changing accountabilities, varying expectations, differing leadership capabilities required of multiple leadership roles can be exacerbated by health system disruption, such as during the COVID‐19 pandemic. We need improved models that support leaders in navigating the complexity of multiple leadership roles.MethodThis integrative conceptual review sought to examine leadership and followership constructs and how they intersect with current leadership practices in AHCs. The goal was to develop a refined model of healthcare leadership development. The authors used iterative cycles of divergent and convergent thinking to explore and synthesise various literature and existing leadership frameworks. The authors used simulated personas and stories to test the model and, finally, the approach sought feedback from knowledge users (including healthcare leaders, medical educators and leadership developers) to offer refinements.ResultsAfter five rounds of discussion and reformulation, the authors arrived at a refined model: the LEADS+ Developmental Model. The model describes four nested stages, organising progressive capabilities, as an individual toggles between followership and leadership. During the consultation stage, feedback from 29 out of 65 recruited knowledge users (44.6% response rate) was acquired. More than a quarter of respondents served as a senior leader in a healthcare network or national society (27.5%, n = 8). Consulted knowledge users were invited to indicate their endorsement for the refined model using a 10‐point scale (10 = highest level of endorsement). There was a high level of endorsement: 7.93 (SD 1.7) out of 10.ConclusionThe LEADS+ Developmental Model may help foster development of academic health centre leaders. In addition to clarifying the synergistic dynamic between leadership and followership, this model describes the paradigms adopted by leaders within health systems throughout their development journey.

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Section: Resultsmentioning

confidence: 99%

LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review

et al. 2023

View full text Add to dashboard Cite

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“…Adaptive: decision making, systems thinking/sensemaking, and tacit skills Sriharan et al's [21] meta-analysis reinforced that of Marcus [4]. This earlier work evolved through the founding and research work of the National Preparedness Leadership Initiative (NPLI).…”

Section: Crisis Leadershipmentioning

confidence: 99%

“…This earlier work evolved through the founding and research work of the National Preparedness Leadership Initiative (NPLI). The formation of NPLI emerged from a gathering of government leaders and faculty from across Harvard University post-9/11, who met to gain an understanding of and plan for a more effective national response to crises [4] (p. ix). This work has been applied to the Boston Marathon bombings as well as the COVID-19 pandemic [4].…”

Section: Crisis Leadershipmentioning

confidence: 99%

“…We employed the Meta-Leadership Model for crisis leadership [4] as a basis to better understand how leaders and their organizations can manage a crisis and become stronger, as well as how the dynamics of change can lead to the timely and adaptive modification of leadership behaviors. The impact of the COVID-19 pandemic on the leadership and work life of women in this study who serve on the front lines in various sectors such as education, health, government, and nonprofit organizations was profound and worthy of study.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Women’s Leadership and COVID-19 Pandemic: Navigating Crises through the Application of Connective Leadership

Cartwright,

Harrington,

Orr

et al. 2023

Merits

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International and national crises often highlight behavioral patterns in the labor market that illustrate women’s courage and adaptability in challenging times. The COVID-19 pandemic and resulting changes in the workplace due to social distancing, remote work, and tele-communications protocols showcased women’s power of authenticity and accessibility (interpersonal and personalized experiences) to engage with their constituents effectively. The catalyzed this research was our desire to underscore the importance of studying the impact of COVID-19 on women leaders. The COVID-19 pandemic brought to light specific challenges and disparities women faced in the workplace. It has been asserted that women leaders substantially benefit businesses and organizations and we wanted to test this out through the practices of our research participants. Decades of research reveal that women leaders enhance productivity, foster collaboration, inspire dedication, and promote fairness in the workplace. This article introduces the feminist Connective Leadership Model (CL) an integrative leadership model and one informed by early feminist theory for understanding women’s leadership during the COVID-19 pandemic. A mixed-method study of select US women leaders before and during the COVID-19 pandemic revealed the CL model and its efficacy for adaptive, inclusive leadership in various contexts. First, this article highlights the impact of the COVID-19 pandemic on women’s leadership and behavioral response to the crisis through the lens of the CL model. Second, this article delves into challenges the women leaders faced, including adaptive challenges, isolation, team management, increased caregiving responsibilities, and gender-related disparities. Third, this article reframes women’s voices articulated through a crisis management leadership framework coupled with an understanding and application of the behaviors defined through complexity theory which are aligned with the CL model. Finally, the article discusses the four ‘As’ of crisis leadership: authenticity, alignment, awareness, and adaptability. The application of the CL model provides an effective framework for determining the most appropriate leadership behaviors within the complex challenges of a crisis; it enables the leader to focus on personal, employee, and organizational well-being.

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“…Meanwhile, the meta-leadership framework (developed by McNulty, Marcus and their other colleagues from Harvard) [38][39][40] speaks to the need for leaders who can bridge multiple worlds and work together, especially in times of crisis. The meta-leadership framework was first developed from studying various emergency situations (e.g., Boston Marathon Bombing) and is highly resonant with our complexity-based leadership phenotype.…”

Section: Contrasting To Prior Leadership Framework and Modelsmentioning

confidence: 99%

LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review

Ramelli

Lal

Sherbino

et al. 2023

Preprint

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Purpose: Leaders in academic health sciences centres (AHCs) must navigate multiple roles as an inherent component of their positions. Changing accountabilities, varying expectations, differing leadership competencies required of multiple leadership roles can be exacerbated by health system disruption, such as during the COVID-19 pandemic. We need improved models that support leaders in navigating, so they can better handle the complexity of multiple leadership roles. Method: This integrative conceptual review sought to examine leadership and followership constructs and how they intersect with current leadership practices in AHCs. The goal was to develop a refined model of health care leadership development. The authors used iterative cycles of divergent and convergent thinking to explore and synthesize various literature and existing leadership frameworks. The authors used simulated personas and stories to test the model and, finally, the approach sought feedback from knowledge users (including health care leaders, medical educators, and leadership developers) to offer refinements. Results: After five rounds of discussion and reformulation, the authors arrived at a refined model: the LEADS+ Developmental Model. The model describes four nested stages, organizing progressive capabilities, as an individual toggles between followership and leadership. During the consultation stage, feedback from 29 out of 65 recruited knowledge users (44.6% response rate) was acquired. More than a quarter of respondents served as a senior leader in a health care network or national society (27.5%, n=8). Consulted knowledge users were invited to indicate their endorsement for the refined model using a 10-point scale (10=highest level of endorsement). There was a high level of endorsement: 7.93 (SD 1.7) out of 10. Conclusion: The LEADS+ Developmental Model may help foster development of academic health centre leaders. In addition to clarifying the synergistic dynamic between leadership and followership, this model describes the paradigms adopted by leaders within health systems throughout their development journey.

show abstract

The Meta-Leadership Model for Crisis Leadership

Cited by 4 publications

References 0 publications

LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review

LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review

Women’s Leadership and COVID-19 Pandemic: Navigating Crises through the Application of Connective Leadership

LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review

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