Crisis leadership: When should the CEO step up?

Purpose – One explicit leadership role the chief executive officer (CEO) can play during crisis is to assume the role of being the organization's spokesperson. What remains unclear is at what point of the crisis should the CEO step up and how does that impact crisis communication? The purpose o...

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Main Authors: LUCERO, Marela, TAN, Alywin Teng Kwang, PANG, Augustine
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2009
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Online Access:https://ink.library.smu.edu.sg/lkcsb_research/6044
https://ink.library.smu.edu.sg/context/lkcsb_research/article/7043/viewcontent/Crisis_leadership_When_should_the_CEO_step_up__1_.pdf
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spelling sg-smu-ink.lkcsb_research-70432019-07-22T03:21:22Z Crisis leadership: When should the CEO step up? LUCERO, Marela TAN, Alywin Teng Kwang PANG, Augustine Purpose – One explicit leadership role the chief executive officer (CEO) can play during crisis is to assume the role of being the organization's spokesperson. What remains unclear is at what point of the crisis should the CEO step up and how does that impact crisis communication? The purpose of this paper is to examine this question. Design/methodology/approach – The meta-analysis method is used to combine different data in various studies of one topic into one comprehensive study. More than 30 crises are meta-analyzed. Findings – The CEO needs to step up to revise earlier statements or when the integrity of the organization is questioned. Additionally, the CEO should step up at the beginning of the crisis if the crisis pertains to organizational transgression or when the crisis becomes unbearable to organizational reputation. As counter-intuitive as it may, CEOs should refrain from stepping up at the height of the crisis. Research limitations/implications – It is an exploratory study. Some cases have lesser information to analyze than others. Practical implications – Instructive for both corporate communications practitioners and CEOs as they have a framework to guide them on when the CEOs should step up, and when the presence of corporate communications would suffice. Originality/value – Little has been studied to clarify the exact nature, role, and impact of the CEO as organization spokesperson in crises. This paper provides the initial template. 2009-08-01T07:00:00Z text application/pdf https://ink.library.smu.edu.sg/lkcsb_research/6044 info:doi/10.1108/13563280910980032 https://ink.library.smu.edu.sg/context/lkcsb_research/article/7043/viewcontent/Crisis_leadership_When_should_the_CEO_step_up__1_.pdf http://creativecommons.org/licenses/by-nc-nd/4.0/ Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Business and Corporate Communications Organizational Behavior and Theory
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Business and Corporate Communications
Organizational Behavior and Theory
spellingShingle Business and Corporate Communications
Organizational Behavior and Theory
LUCERO, Marela
TAN, Alywin Teng Kwang
PANG, Augustine
Crisis leadership: When should the CEO step up?
description Purpose – One explicit leadership role the chief executive officer (CEO) can play during crisis is to assume the role of being the organization's spokesperson. What remains unclear is at what point of the crisis should the CEO step up and how does that impact crisis communication? The purpose of this paper is to examine this question. Design/methodology/approach – The meta-analysis method is used to combine different data in various studies of one topic into one comprehensive study. More than 30 crises are meta-analyzed. Findings – The CEO needs to step up to revise earlier statements or when the integrity of the organization is questioned. Additionally, the CEO should step up at the beginning of the crisis if the crisis pertains to organizational transgression or when the crisis becomes unbearable to organizational reputation. As counter-intuitive as it may, CEOs should refrain from stepping up at the height of the crisis. Research limitations/implications – It is an exploratory study. Some cases have lesser information to analyze than others. Practical implications – Instructive for both corporate communications practitioners and CEOs as they have a framework to guide them on when the CEOs should step up, and when the presence of corporate communications would suffice. Originality/value – Little has been studied to clarify the exact nature, role, and impact of the CEO as organization spokesperson in crises. This paper provides the initial template.
format text
author LUCERO, Marela
TAN, Alywin Teng Kwang
PANG, Augustine
author_facet LUCERO, Marela
TAN, Alywin Teng Kwang
PANG, Augustine
author_sort LUCERO, Marela
title Crisis leadership: When should the CEO step up?
title_short Crisis leadership: When should the CEO step up?
title_full Crisis leadership: When should the CEO step up?
title_fullStr Crisis leadership: When should the CEO step up?
title_full_unstemmed Crisis leadership: When should the CEO step up?
title_sort crisis leadership: when should the ceo step up?
publisher Institutional Knowledge at Singapore Management University
publishDate 2009
url https://ink.library.smu.edu.sg/lkcsb_research/6044
https://ink.library.smu.edu.sg/context/lkcsb_research/article/7043/viewcontent/Crisis_leadership_When_should_the_CEO_step_up__1_.pdf
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