Measuring the efficacy of leaders to assess information and make decisions in a crisis: The C-LEAD scale

Abstract

, and three anonymous reviewers at The Leadership Quarterly for helpful input and comments on earlier versions of this manuscript.Citation: Hadley, C.N., Pittinsky, T. L., Sommer, S. A., & Zhu, W. (2009). Measuring the efficacy of leaders to assess information and make decisions in a crisis: The C-LEAD Scale.Unpublished manuscript. C-LEAD Scale 1Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis:The C-LEAD Scale AbstractBased on literature and expert interviews, we developed the Crisis Leader Efficacy in Assessing and Deciding scale (C-LEAD) to capture the efficacy of leaders to assess information and make decisions in a public health and safety crisis. In Studies 1 and 2, we find that C-LEAD predicts decision-making difficulty and confidence in a crisis better than a measure of general leadership efficacy. In Study 3, C-LEAD predicts greater motivation to lead in a crisis, more crisis leader role-taking, and more accurate performance while in a crisis leader role. These findings support the scale's construct validity and broaden our theoretical understanding of the nature of crisis leader efficacy.

Patient empowerment: A cross-disease exploration of antecedents and consequences

“…For example, highly self-efficacious managers tend to more actively engage in decision making during crises (Hadley, Pittinsky, Sommer, & Zhu, 2011). Thus:…”

Crisis Leadership Efficacy of Nurse Practitioners

“…Information assessment and decision-making have been identified as 2 fundamental behaviors that are important for effective crisis leadership. [6][7][8][9][10][11] Furthermore, a synchronized and seamless flow of information exchange must occur between clinical leaders and pertinent team members under strict time constraints and within stringent protocols and guidelines.…”

“…Not much is known about the details of how leaders respond to a crisis effectively. 10,11,13 Very little is also known about how to identify the capabilities of leaders preemptively, that is, prior to their being in a crisis management role. 14 …”

Service failures as organisational crises in business travel: Origins and operational strategies as perceived by events professionals

“…Os dois traços principais necessários para lidar com essa situação são manter a calma e ser decisivos, enquanto tentam evitar que as emoções assumam o controle. As situações de crise exigem que as pessoas que possam manter a calma para tomar decisões racionais (Hadley et al, 2011), assim, a percepção dos planejadores sobre esse traço-chave é congruente com a literatura de gestão de crises. Merve (15 anos de experiência, Chefe de Operações) observou ainda que era importante evitar a negação do problema e, em vez disso, "reconhecer a situação e se concentrar na solução".…”