Traversing the storm: An interdisciplinary review of crisis leadership

Collins, Michael D.; Dasborough, Marie T.; Gregg, Heath; Xu, Changmeng (Melody); Deen, Catherine; He, Yaqing; Restubog, Simon Lloyd D.

doi:10.1016/j.leaqua.2022.101661

Cited by 21 publications

(23 citation statements)

References 197 publications

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“…While developing a typology of crisis leaders (e.g. shepherds, saints, spokespersons and sinners), Collins et al (2022) indicated that the "spokespersons" type of leaders needed to communicate authentically in a manner that engendered trust. Clear, transparent and authentic communication regardless of circumstances is the bedrock upon which trust is established and grown.…”

Section: Communicationmentioning

confidence: 99%

“…Turnipseed and VandeWaa (2022) proposed that a crisis leadership approach could limit stressors connected with working during COVID-19, such as issues related to patients/families as well as personal issues. Indeed, there is a growing body of research related to crisis leadership, including several substantive reviews including a synthesis of theoretical principles and empirical findings related to crisis leadership (Wu et al , 2021); a concept analysis identifying attributes, antecedents and consequences of this type of leadership (Kim, 2021); and a review using a crisis typology to examine crisis leadership literature across disciplines (Collins et al , 2022). Reviews such as these add to a more fulsome and nuanced understanding of this type of leadership.…”

Section: Introductionmentioning

confidence: 99%

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Health-care providers' experiences during the COVID-19 pandemic: lessons for leaders

Corcoran

Jay

Edwards

et al. 2023

LHS

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Purpose The purpose of this qualitative research study is to explore health-care providers’ perspectives and experiences with a specific focus on supports reported to be effective during the COVID-19 pandemic. The overarching goal of this study is to inform leaders and leadership regarding provision of supports that could be implemented during times of crisis and in the future beyond the pandemic. Design/methodology/approach Data were collected by semi-structured, conversational interviews with a sample of 33 health-care professionals, including Registered Nurses, Nurse Practitioners, Registered Psychologists, Registered Dieticians and an Occupational Therapist. Findings Three major themes emerged from the interview data: (1) professional and personal challenges for health-care providers, (2) physical and mental health impacts on health-care providers and (3) providing supports for health-care providers. The third theme was further delineated into three sub-theses: formal resources and supports, informal resources and supports and leadership strategies. Originality/value Health-care leaders are advised to pay attention to the voices of the people they are leading. It is important to know what supports health-care providers need in times of crisis. Situating the needs of health-care providers in the Carter and Bogue Model of Leadership Influence for Health Professional Wellbeing (2022) can assist leaders to deliberately focus on aspects of providers’ wellbeing and remain cognizant of the supports needed both during a crisis and when circumstances are unremarkable.

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Section: Communicationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Health-care providers' experiences during the COVID-19 pandemic: lessons for leaders

Corcoran

Jay

Edwards

et al. 2023

LHS

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“…A more recent "interdisciplinary" review of 69 studies in prestigious journals between 1998 and 2021 was conducted by Collins et al (2023). It is unclear what they mean by "interdisciplinary review" and why that particular period was selected.…”

Section: Crisis Management Literaturementioning

confidence: 99%

“…However, the understanding of how cognitive appraisal theory contributes to crisis management remains limited. In their critical systematic reviews, both Collins et al (2023) and Wu et al (2021) highlighted the utilisation of various theoretical perspectives on cognitive processing over the last half-century, such as sensemaking theory, sensegiving theory, attribution theory, decision-making models, and situational crisis communication theory. Yet, cognitive appraisal theory seems largely overlooked in crisis management studies; possibly because the literature has largely ignored the emotions of managers in crisis.…”

Section: Cognitive Appraisal Theory and Work Psychologymentioning

confidence: 99%

“…An organisational crisis is defined as “a low-probability, high-impact event that threatens the viability of the organisation and is characterised by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly” (Pearson and Clair, 1998 p. 60). In the literature, the terms “crisis management” and “crisis leadership” are often used interchangeably when managers navigate through a crisis because it requires elements of both leadership and management (Collins et al ., 2023). In this study, we use crisis management to refer to both terms.…”

Section: Introductionmentioning

confidence: 99%

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Psychologically gaining through losing: a metaphor analysis

Du Plessis,

Bui

2024

JMP

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PurposeThis paper conceptualises how managers psychologically experience and respond to crises via metaphor analysis.Design/methodology/approachThis paper uses a discourse dynamics approach to metaphor analysis. Conceptual metaphors were analysed and developed into concept maps through 37 semi-structured interviews with senior managers from different portfolios within 16 public universities in South Africa after #FeesMustFall protests.FindingsFive domains emerged, including (1) looming crisis, (2) crisis onset, (3) crisis triage and containment, (4) (not) taking action and (5) post-crisis reflection. These domains shape a framework for the crisis adaptation cycle.Practical implicationsThis study suggests that organisations should pay more attention to understanding emotions in crises and can use the adaptation model to develop their managers. It shows how metaphors can help explain affective and cognitive experiences and how emotions shift and evolve during a crisis. Managers should be aware of early signs of the crisis and its potential impact on their business operation in the looming and recognition stages, analyse the situation and work collectively on possible actions to minimise losses and maximise gains.Originality/valueThis is a rare investigation into the emotions of senior managers in the public sector in a social movement and national crisis via unconventional research methods to advance cognitive appraisal theory in crisis management.

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