Traversing the storm: An interdisciplinary review of crisis leadership |
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| Institution: | 1. Business School, The University of Queensland, Brisbane, Qld 4072, Australia;2. Miami Herbert Business School, University of Miami, Florida, USA;3. School of Business, University of New South Wales ADFA, Canberra 2610, Australia;4. School of Labor and Employment Relations, University of Illinois at Urbana-Champaign, USA;1. LEM (UMR 9221), University of Lille, France;2. Sciences Po Grenoble, Université Grenoble Alpes, CESICE, France;3. EM Strasbourg Business School, University of Strasbourg, France;4. Moscow State Institute of International Relations (MGIMO University), Russia;1. Department of Management, G. Brint Ryan College of Business, University of North Texas, Denton, TX 76201, United States;2. School of Business, University of Northern British Columbia, Prince George, BC V6T 1Z4, Canada;1. Monash University, 900 Dandenong Rd, N7.32, Caulfield East, VIC 3145, Australia;2. Macquarie University, 1 Management Drive, Macquarie Park, NSW 2109, Australia;3. University of Newcastle, 409 Hunter Street, Newcastle, NSW 2300, Australia;4. Monash University, 900 Dandenong Rd, N6.33, Caulfield East, VIC 3145, Australia;1. Department of Experimental and Applied Psychology, VU Amsterdam, the Netherlands;2. Institute of Psychology, Leiden University, the Netherlands |
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| Abstract: | An organizational crisis is a low-probability, high-impact event that threatens the survival of organizations and individuals, often with little warning. In response, people seek clarity, reassurance, and hope from organizational leaders. Yet, crises also vary in nature and impact (e.g., a product failure versus the COVID-19 pandemic), which presents diverse challenges to leaders and differing stakeholder perceptions. Based on a critical analysis of 69 empirical articles, we provide a comprehensive, systematic, interdisciplinary review of the crisis leadership literature. Our review utilizes the Coombs and Holladay (1996) crisis typology, where crises are categorized according to mutually exclusive attributional dimensions (i.e., internal–external and intentional–unintentional). We conduct a thematic analysis of crisis leadership within and across these four crisis categories and find that each is associated with a different leadership theme. We also examine the methodological quality and rigor of the qualitative and quantitative articles in our review. Based on our findings, we also offer suggestions to guide future crisis leadership research, and provide guidance for organizational leaders in how to respond to various crises. |
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| Keywords: | Crisis Leadership Review Thematic Analysis |
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