Collaborative Crisis Management and Leadership in the Public Sector

Kapucu, Naim; Üstün, Yusuf

doi:10.1080/01900692.2017.1280819

Cited by 73 publications

(80 citation statements)

References 20 publications

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“…At the same time, people and organization-oriented leadership behaviors are not also low on the effectiveness. The authors conclude that although their research highlights task-oriented leadership, but focusing on this leadership alone will not increase the efficiency of the crisis management [40].…”

Section: Decision-making In Crisis and Leadership In Crisismentioning

confidence: 92%

Crisis Management: A Historical and Conceptual Approach for a Better Understanding of Today’s Crises

Zamoum¹,

Gorpe²

2018

Crisis Management - Theory and Practice

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We argue that the basic and contemporary concepts related to crisis management, especially in the communication field, share some similarities with what was practiced in ancient civilizations such as the importance of direct contact between the leadership and the public. Other similarities include the accurate diagnosis of the real causes of the crisis, the forbiddance of the dissemination of false news and the reassurance of the public opinion that there is a solution to the crisis, a sound management decision, and a good plan for its implementation. We link the past time crises to the contemporary era, providing a comparison framework. The history of crisis tends to show us that the study of crisis management cannot be linked to a specific civilization or era, especially when humanity had witnessed multiple and complex environmental, political, economic, and military crisis. Moreover, some of the problems and complex issues in the modern era are rooted in history. Thus, many geopolitical crises nowadays are the result of old causes. The study of crisis management from an academic point of view should be a multifaceted analysis, including a historical, a cultural, and an anthropological one, which determines the course of evolution and consequences of the crisis.

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Section: Decision-making In Crisis and Leadership In Crisismentioning

confidence: 92%

Crisis Management: A Historical and Conceptual Approach for a Better Understanding of Today’s Crises

Zamoum¹,

Gorpe²

2018

Crisis Management - Theory and Practice

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“…The literature on e-leadership particularly often focuses on personal traits and social skills, such as vigilance, responsiveness, willingness to learn and re-learn, honesty, sociability, a sense of adventure, vision, altruism, interaction, and trust-building, the so-called e-leaders have to possess (Annunzio, 2001; Savolaine, 2013). These leader characteristics are closely related to those which are needed to successfully manage any crisis: scanning the environment, strategic planning, decisiveness, problem solving, decision making, informing, managing innovation and creativity, planning and organizing personnel, motivating, managing teams and team building, networking and partnering, flexibility (Kapucu and Ustun, 2018). Moreover, previous research cases reveal that employees want to believe that, in spite of their distant location, they are important for the organization and expect the e-leader to be reachable (a 24/7 orientation) (Savolaine, 2013; DasGupta, 2011).…”

Section: Previous Research On E-leadership In General and In The Publmentioning

confidence: 99%

“…Moreover, e-leadership deals with isolation and confusion (DasGupta, 2011) of team members, as caused by the physical, social, and interpersonal distance (Morrison-Smith and Ruiz, 2020; Montgomery, Roman and Pierce, 2016). E-leaders in public administration are expected to work openly, inspire individuals and teams to mobilize, concentrate on problems and results, guide rather than control, and concentrate on motivating rather than directing (Kapucu and Ustun, 2018). Whereas supervisors are expected to possess a broad range of competencies and skills, the development of competencies, in the usual case, depends on the organizational policy.…”

Section: Previous Research On E-leadership In General and In The Publmentioning

confidence: 99%

Whether and How Does the Crisis-Induced Situation Change E-Leadership in the Public Sector? Evidence from Lithuanian Public Administration

Toleikienė

Rybnikova

Juknevičienė

2020

TRAS

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In the course of the pandemic, the remote working and e-leading (leading through information and communication technologies) have also become the usual mode in public administrations, yet research on their consequences for employees in the public sector remains scarce. The aim of this article is to reveal what challenges and tensions emerge in relation to e-leadership in Lithuanian municipal administrations and how the pandemic influences e-leadership and its effects on municipal employees. A qualitative exploratory empirical study based on semi-structured interviews was conducted in a Lithuanian municipal administration before and during the pandemic caused by the COVID-19. It was found that, before the pandemic, e-leadership was mostly initiated by individual supervisors in municipal administrations who encouraged employees to use various e-tools for communication and daily performance of tasks; however, it was poorly supplemented by teleworking. The crisis-induced situation made e-leadership mandatory because of implemented teleworking. It has led to a massive agglomeration of e-leading tasks by supervisors who play the crucial role in instructing employees to use e-tools, gathering and sharing the information, monitoring and reviewing the division of functions and tasks. We also discuss the critical effects on employees, such as multitasking and total availability, resulting from e-leadership and teleworking.

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“…First, IS development and support may work as an enabler of the most important potential opportunities associated with the collaborations: collective action, collaborative problemsolving and increasing emergency response capacity through the joint pooling of existing and new resources and the sharing of equipment and alarm centres to improve response time and reduce costs. Similar recent perceived benefits and potential have been the focus of crosssector collaborations discussed under the term 'collaborative emergency management' (Kapucu and Ustun, 2017). However, the ability of intergovernmental and interorganisational relations and the involvement of non-governmental actors to increase the capacity of communities have been discussed mainly in relation to disasters and large-scale incidents (Nohrstedt et al, 2018;Kapucu and Demiroz, 2017;Nguyen et al, 2017).…”

Section: Is Development For Ers Cross-sector Collaborationsmentioning

confidence: 97%

“…Thus, the domain is no longer as unexplored as it was in 2012 and there exists related recent research under different terms, such as 'collaborative emergency management', 'public-private partnerships', 'new public sector', etc. (Nohrstedt et al, 2018;Nguyen et al, 2017;Kapucu and Ustun, 2017). However, when it comes to ERS, large-scale incidents still seem to be the main context studied, and it also seems that IS development and the related challenges are still not the main focus.…”

Section: Future Workmentioning

confidence: 99%

Information Systems Development for Emerging Public Sector Cross-sector Collaborations: The Case of Swedish Emergency Response

Mojir¹

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Information systems (IS) seem prevalent in modern societies and this has resulted in the rapid digitalisation of different societal sectors. One application domain of IS is emergency response systems (ERSs), which are responsible for delivering essential services to save lives and minimise environmental damage in both small, frequent and large-scale emergencies. Specific IS applications are in turn used in ERSs to support such aspects as decision-making, communication, information sharing and the dispatching of resources. Public sector cutbacks and a lack of professional resources have negatively affected emergency response at the same time as natural and man-made disasters (e.g. forest fires, storms, terror attacks) have intensified in recent decades. At the same time, frequent, small-scale accidents continue to occur, both in urban and sparsely populated areas. As a result, emergency response actors, first responders, are often placed under severe pressure. An emerging trend in response to these challenges, both in Sweden and internationally, is to create cross-sector forms of collaboration, by combining alternative resources from various sectors. Since these collaborations are relatively new and involve heterogeneous stakeholders, it is essential to understand the context, as well as actors' tasks and needs in related IS development processes. When the work on this thesis started, there was a perceived lack of knowledge relating to ERS cross-sector collaboration and the associated needs for digitalisation/IS support; for example, in which situations actors should be involved, what they should do, what challenges they may face and how these may affect IS.Organisational and needs analyses are deemed essential first steps that can be used to understand the nature of these collaborations, their heterogeneous users and stakeholders, potential needs, and related opportunities and challenges. One way to do this is to enable user participation, gaining help from stakeholders who may know the context. However, despite the many perceived benefits, user participation is also associated with several challenges; for example, how to identify and involve relevant stakeholders, especially when they are numerous and heterogeneous. These challenges have been discussed in relation to the new public sector but not specifically in the development of cross-sector collaborations in ERSs. Furthermore, using different frameworks for performing organisational/stakeholder/needs analysis in new domains can help to structure them. At the beginning of the work on this thesis, there was a perceived lack of broad frameworks for ERS cross-sector collaborations that could be used as tools in the related analysis and user participation activities. Finally, at a theoretical level, it was deemed interesting to use network governance as an analytical lens to enable a further understanding of the ERS cross-sector collaboration phenomenon.The thesis objective is thus to explore IS-related opportunities, challenges and needs aimed at supporting heter...

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Collaborative Crisis Management and Leadership in the Public Sector

Cited by 73 publications

References 20 publications

Crisis Management: A Historical and Conceptual Approach for a Better Understanding of Today’s Crises

Crisis Management: A Historical and Conceptual Approach for a Better Understanding of Today’s Crises

Whether and How Does the Crisis-Induced Situation Change E-Leadership in the Public Sector? Evidence from Lithuanian Public Administration

Information Systems Development for Emerging Public Sector Cross-sector Collaborations: The Case of Swedish Emergency Response

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