Leader as performer; leader as human: A discursive and retrospective construction of crisis leadership

Gigliotti, Ralph A.

doi:10.1080/15456870.2016.1208660

Cited by 41 publications

(35 citation statements)

References 18 publications

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“…Leaders, through communication, make sense of their environment and share this interpretation with those whom they lead. The sensemaking/sensegiving process is especially critical during times of uncertainty, change, or crisis (Gigliotti, forthcoming). It is during these moments, when would-be followers are most in need of help in making sense of their experiences—that would-be leaders are able to be influential by offering a sound explanation or interpretation of the uncertain environment.…”

Section: Leadership–communication Connectionsmentioning

confidence: 99%

Leadership as Social Influence

Ruben

Gigliotti

2016

Journal of Leadership & Organizational Studies

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108

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Communication is a topic frequently linked to leadership; however, the linkage often is limited to a view of communication as a tool to be employed by leaders in efforts to achieve particular purposes. The aim of this article is to provide a more expansive view of the communication process and its current and potential contributions to an understanding of leadership theory and dynamics. The article begins with an exploration of the ways that the study of communication intersects with the study of leadership itself, and then explores a number of communication concepts that are particularly important to the study and practice of leadership, but which have yet to be fully examined. As offered in this article, communication is considerably more than a leadership tool or strategy. Rather, it is an orientation, a world view, a way of understanding leadership that focuses more broadly on the process of social influence itself.

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Section: Leadership–communication Connectionsmentioning

confidence: 99%

Leadership as Social Influence

Ruben

Gigliotti

2016

Journal of Leadership & Organizational Studies

Self Cite

108

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“…As will be detailed in the pages ahead, internal and external stakeholder perceptions are critical during crisis situations (Benoit, 1995(Benoit, , 1997Coombs, 2018;Mitroff, 2004). The interdependent influence of crises on human lives, organizational practices, and individual and collective reputations often places organizations and their leaders in vulnerable positions, yet at the same time, these very events create windows of opportunity for leaders to cultivate hope, build trust, and ensure safety for those whom one leads (Gigliotti, 2016(Gigliotti, , 2019.…”

Section: Literature Reviewmentioning

confidence: 99%

The perception of crisis, the existence of crisis: navigating the social construction of crisis

Gigliotti

2020

Journal of Applied Communication Research

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Crisis remains a pervasive phenomenon for organizations of all kinds. The ubiquitous and casual invocation of crisis cuts across organizational sectors and bodies of literature; and the popularity of crisis holds true for institutions of higher education. There is much agreement among communication scholars and practitioners that crises disrupt and derail organizational practices, threaten individual and institutional reputations, and require rapid responses. However, the ways in which individuals disentangle a 'crisis' from a 'non-crisis' or 'potential crisis' is much less certain. Through a communicative lens, the identification, interpretation, and meaning-making of situations that may be perceived as crises is a socially constructed process. Drawing upon nearly 40 semi-structured interviews with senior university leaders, this article explores the ways in which crises are constituted through both stakeholder perceptions and leadership discourse and behaviors and concludes with specific implications for applied practice.

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“…We suggest that that mindful and purposeful attention to wellbeing in and through higher education leadership offers a response to the growing body of writing on frustration, stress, and burnout across all aspects and sectors of education (Johnson and Spector 2007;Little, Simmons, and Nelson 2007;Greenberg, Brown, and Abenavoli 2016). In addition, this perspective is pivotal given that higher education leaders are mandated by roles to anticipate and effectively address the ever-increasing and wide-ranging crisis situations (Gigliotti 2016). Purposeful attention to emotional leadership can highlight and re-frame academic work toward thriving within the realities of academic work worlds that so often are experienced as competitive, stressful, and challenging.…”

Section: Faculty Wellbeing In Higher Education: Attending To Emotionsmentioning

confidence: 99%

Conceptualising leadership and emotions in higher education: wellbeing as wholeness

Cherkowski

Kutsyuruba

Walker

et al. 2020

Journal of Educational Administration and History

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In this conceptual article the authors outline an approach to leadership in higher education that foregrounds attention to wholeness and wellbeing, framing emotion as inherent to the practice of leadership, with all organizing actions inseparable from and influenced by emotion. The article is framed within findings from their research on wellbeing in schools and positive organizational scholarship that intentionally foregrounds virtues and positive human capacities as essential and vital to thriving for individuals and groups in organizations. The authors reflect on the benefits and potentials of reorienting leadership toward the more life-giving qualities of work in higher education, and suggest that this generative reflection may serve to counter the predominant stances of competition and scarcity-mindsets that seem to pervade academia. This positive organizational stance toward leadership in higher education is timely given the increasing focus on encouraging wellbeing among administrators at all levels of the education system.

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Leader as performer; leader as human: A discursive and retrospective construction of crisis leadership

Cited by 41 publications

References 18 publications

Leadership as Social Influence

Leadership as Social Influence

The perception of crisis, the existence of crisis: navigating the social construction of crisis

Conceptualising leadership and emotions in higher education: wellbeing as wholeness

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