Leading in Crisis

• Main Authors: Caringal-Go, Jaimee Felice, Franco, Edna P, Calleja, Mendiola T
• Format: text
• Published: Archīum Ateneo 2021
• Subjects: leadership; crisis; competencies; Industrial and Organizational Psychology; Psychology
• Online Access: https://archium.ateneo.edu/psychology-faculty-pubs/289; https://archium.ateneo.edu/cgi/viewcontent.cgi?article=1288&context=psychology-faculty-pubs
• Institution: Ateneo De Manila University

How different are the requirements for leadership during crisis from leadership during “normal” times? The chapter highlights studies and cases, that differentiates the leadership role in a crisis - the element of urgency makes the time window for decisions and actions much narrower and the intensity of the situation also evoke more passionate emotions from stakeholders that the leader has to deal with. A summary of what effective crisis leadership may look like, as reported in the academic and business management literature as well as the real-life experiences in the local scenario is discussed. In this summary, the phases are compressed into three: Pre crisis which consists of Preparedness, Crisis, where the focus is Containment of the situation, and Post Crisis where the goal is Adaptive Resolution and Learning. Throughout this chapter, it is apparent that leadership during crisis is replete with major challenges of time pressure, surprises, intense emotions and being in the public eye. In the recent months of the pandemic worldwide, the public has had a good occasion to distinguish between the leaders who deliver and those who disappoint. An experienced and seasoned leader with ample competencies and the commitment to serve is likely to perform successfully during a crisis, but unexpected circumstances may also still cause him to falter. There is no foolproof formula for success. But, future leaders are fortunate that they can learn from the lessons and best practices of others and emulate those who shine during crises.