THINKING THE UNTHINKABLE LEADERSHIP'S ROLE IN CREATING BEHAVIORAL READINESS FOR CRISIS MANAGEMENT

THINKING THE UNTHINKABLE LEADERSHIP'S ROLE IN CREATING BEHAVIORAL READINESS FOR CRISIS MANAGEMENT Even highly competitive, successful organizations face crisis, defined as a lowprobability, highimpact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly Pearson & Clair, 1998 p. 60.. This paper describes the challenges facing leaders and managers attempting to prepare their organizations to engage in effective crisis management. The paper contends that when behavioral readiness is absent, crisis management effectiveness is a matter of chance. The behavioral model draws salient contributions from role theory, learning theory, and multilevel theory and applies them to the body of crisis management theory developed over the past two decades by Mitroff and his associates as well as the recent work of Pearson and Carr 1998. Five propositions are developed and implications for research and practice are presented. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Competitiveness Review: An International Business Journal incorporating Journal of Global Competitiveness Emerald Publishing

THINKING THE UNTHINKABLE LEADERSHIP'S ROLE IN CREATING BEHAVIORAL READINESS FOR CRISIS MANAGEMENT

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1059-5422
DOI
10.1108/eb046448
Publisher site
See Article on Publisher Site

Abstract

Even highly competitive, successful organizations face crisis, defined as a lowprobability, highimpact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly Pearson & Clair, 1998 p. 60.. This paper describes the challenges facing leaders and managers attempting to prepare their organizations to engage in effective crisis management. The paper contends that when behavioral readiness is absent, crisis management effectiveness is a matter of chance. The behavioral model draws salient contributions from role theory, learning theory, and multilevel theory and applies them to the body of crisis management theory developed over the past two decades by Mitroff and his associates as well as the recent work of Pearson and Carr 1998. Five propositions are developed and implications for research and practice are presented.

Journal

Competitiveness Review: An International Business Journal incorporating Journal of Global CompetitivenessEmerald Publishing

Published: Jan 1, 2003

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