Leadership in Times of Crisis

Leadership in Times of Crisis

In the news lately, we have heard countless stories of crises that have occurred. How does a leader proceed during these times? During times of stress and crisis, leaders can help their followers by remaining calm during a time of stress and crisis because people look at their leaders and if leaders are panicked then it will cause panic throughout the ranks (Bass & Riggio, 2005). During these times, leaders need to take a step back and assess the situation and utilize their followers to come up with creative solutions to a problem during times of crisis and stress (Bass & Riggio, 2005). Stressful times can be helped by transformational leaders because these leaders can transform personal stress and motivate people to become united in certain goals. Further, leaders help their followers in times of stress by helping their followers to question assumptions made and reframing problems so that they can revise solutions to the problems (Bass & Riggio, 2005). In essence, the strategies needed by a transformational leader in a crisis are decisiveness through adaptation, teamwork and communication techniques (Bass & Riggio, 2005):

  • Provide specific recommendations for actions you believe a leader should take to remain transformational during times of stress and crisis.

I honestly believe a leader in times of crisis should be open-minded. An effective leader is willing to “think outside the box” when considering solutions to contingency situations and has the ability to understand different ways of looking at an event. Also, they must be responsible. An effective leader takes ownership of and responsibility for the resolution of a crisis and ensures that the whole team makes it through the occurrence. Additionally, they must be visionary. He or she should have the ability to create team cohesion, team coordination and collaboration.

  • Discuss the appropriate application of transactional leadership behaviors during a crisis.

Specifically, when the crisis requires a quick resolution, quick compromise or temporary fix this approach is best served. Transactional leaders during a crisis take advantage of already established plans and procedures and can react quickly to address emergency situations. Often times transactional leaders perform well under the pressure, because they are using a pre-established script and can help the organization find a quick, easy response to a bad situation. For instance, during a re-organization they quickly can find what each other desire and place a temporary fix in place to satisfy both parties.

Has anyone experienced this kind of leadership?

Feel free to comment.

Dr. Sunddip

Bass, B. M., & Riggio, R. E. (2005).  Transformational leadership (2nd ed.). Hillsdale, NJ: Lawrence Erlbaum

 

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