Interwoven Leadership: the Missing Link in Multi‐Agency Major Incident Response

Abstract

This paper reports on research into the effectiveness of strategic commanders and their multi-agency teams in response to major incidents. It is argued that current models of crisis leadership fail to establish a balance between the requirement for task skills, interpersonal skills, stakeholder awareness and personal qualities of commanders and their teams. The paper sets out a theoretical model for interwoven leadership combining these features.

За ролята и компетенциите на кризисния мениджър в бизнес организациите (On the Role and Competencies of the Crisis Manager in Business Organizations)

“…Според K. Devitt et al (2008), за мениджърите, които преразглеждат нуждите си от обучение и развитие, може да се окажат полезни кризисните лидерски умения, представени в таблица 2.…”

Leadership Ideals as Barriers for Efficient Collaboration During Emergencies and Disasters

“…The idea that individual qualities affect collaboration in emergencies and crises has been touched upon before, for example in this journal by Devitt and Borodzicz () and by Jong, Duckers and van der Velden (). Steigenberger () concludes ‘Sensemaking processes, the dynamics of role taking as well as cognitive and affective processes in leadership and coordination all require future research deductive research’ (p. 70).…”

Crisis decision making through a shared integrative negotiation mental model

“…de-regionalization and politization) demand a coordination approach of crisis management decision making (Boin et al, 2005p 147, Helsloot 2008, Scholten, 2008. Secondly, crisis management decision making during crises takes place in (multi-agency) teams (Devitt, 2008, Boin et al, 2005. The members of these teams do not know each other very well and do certainly not work together very often.…”

“…There is no hierarchical relationship between the team members and the team leader. Thirdly, the decision making process (above operational level) is spread among a number of interested parties: small crisis teams or policy centers, advisors, interest groups, etc (Rosenthal et al 1991, 't Hart et al 1993, Devitt and Borodzicz, 2008, Boin et al 2005). In the multi-agency environment where the crisis takes place, every actor can have a different perception of the size, nature and content of the threat and the time constraints the crisis imposes.…”