Crisis leadership : understanding good leadership in critical situations

Abstract

Organizations of all types (private, government and non-profit) and sizes (local, regional, national or multinational) will at some point experience a critical situation—a crisis. Whether an organization emerges stronger, or at the very least without long-term sustained damage, is heavily dependent on the organization’s leadership. It is leadership’s decision-making, the actions they take and oversee, and the environment they espouse during critical situations that make up the foundation of most modern day crisis response. In consequence, the ability to lead effectively before, during and after a crisis is critical to an organization’s survival. The purpose, then, of this study is to synthesize existing truths about leadership in critical situations and build in an Atlantic Canadian context to the literature through the use of local case studies when possible. What are the most important qualities, motivations and drivers of successful leadership in a crisis and how does it apply in the Atlantic Canadian context? In an attempt to answer the above question, this study will summarize relevant literature on the topic of leadership in critical situations. By first outlining the nature and impact of crises, the stage will be set for an analytical review of the theoretical framework relating to good leadership in non-crisis situations and how those skills can be applied in crisis. Then, using local case studies where applicable the functions of and challenges to leadership in crises will be analyzed, identifying best practices from which managers can draw to better prepare, guide and steward their organizations and also serve to enhance systemic crisis management strategies within their organizations, making for a better prepared and more resilient organization.