Strategic Leadership Communication for Crisis Network Coordination

Johansson, Catrin; Bäck, Emelie

doi:10.1080/1553118x.2017.1341889

Cited by 13 publications

(11 citation statements)

References 52 publications

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“…This perspective suggests that leadership practices and processes are as such best understood as being variously 'meaning centred', 'symbolic', 'ideational' and 'networked' activities, that are constituted through dialogue, contestation, negotiation, and language games, which serve to shape, direct, and facilitate collective acts of organising towards a goal (Boin and Hart 2003;Fairhurst and Connaughton 2014b;Johansson and B€ ack 2017). While different forms of hard and soft power might variously make up part of the execution of authority in particular leadership domains, a group 'bond' also has to be identified and maintained, both within inner-group circles and wider groups of followers, for leadership to operate and be considered legitimate (Fairhurst and Connaughton 2014a;Jaques 2012;Muller and van Esch 2020).…”

Section: Conceptualising Risk and Crisis Leadership: Towards A Pluralmentioning

confidence: 99%

“…Contemporary 'state-of-the-art' views of risk and crisis management have equally moved on from the idea of simply ensuring follower compliance through centralised unidirectional communication, and now emphasise the importance of inclusive partnership for generating substantive improvements in understanding and the quality of knowledge that is held and informs decision making (Jetten et al 2020;Johansson and B€ ack 2017;Webler and Tuler 2018). For emergency preparedness and response actions to work well, people in authority are required to play a responsible leadership role in enacting and integrating inclusive and transformational communicative processes and mechanisms to help bridge critical gaps in risk knowledge and understanding (Hyv€ arinen and Vos 2015; Reynolds and Seeger 2005).…”

Section: Conceptualising Risk and Crisis Leadership: Towards A Pluralmentioning

confidence: 99%

“…If leaders are clear sighted, proactive, inclusive, and respond decisively, it is thought that harm and damages can be minimised, and trust can be gained (Fischhoff 2005;L€ ofstedt 2005;L€ ofstedt et al 2011;Nyenswah, Engineer, and Peters 2016). When leaders do not take the job of addressing threats seriously and fail in these duties, they can quickly lose public support and vulnerabilities can be exacerbated with devastating consequences (Boin et al 2016;Fischhoff 1995;Johansson and B€ ack 2017).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Recalibrating pandemic risk leadership: Thirteen crisis ready strategies for COVID-19

Wardman

2020

Journal of Risk Research

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Section: Conceptualising Risk and Crisis Leadership: Towards A Pluralmentioning

confidence: 99%

Section: Conceptualising Risk and Crisis Leadership: Towards A Pluralmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Recalibrating pandemic risk leadership: Thirteen crisis ready strategies for COVID-19

Wardman

2020

Journal of Risk Research

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“…− Human Resources Features: It represents the workforce that can work effectively and efficiently under stress (Liu, Gong, Zhou & Huang, 2017). − Structural Features: It represents the existence of cooperation and coordination among the employees on issues such as which communication channels will be used in the organisation during the crisis and who is responsible for crisis management (Hyvarinen & Vos, 2015;Johansson & Back, 2017). − Cultural features: It performs to have an organisational culture that will create a positive atmosphere within the organisation during the times of crisis (Chen & Hou, 2016).…”

Section: Organisation Systemsmentioning

confidence: 99%

Individual creativity factor in proactive crisis management in micro and small enterprises

Ulku¹,

Bektaş²

2021

GJBEM

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In crisis situations, the survival of businesses depends on the policies which they apply. Businesses that have been able to internalise the concept of crisis management and prepare an environment for their employees that can turn the crisis into an opportunity will be able to survive the crisis moments with the least damage. In this study, it is aimed to determine the effect of individual creativity factor on proactive crisis management, which is necessary for the success of crisis management. Within the scope of the study, the data were collected from 118 participants who were working in micro and small enterprises in Tokat province via questionnaire. t-Test, analysis of variance, correlation analysis and simple regression analysis were applied to obtained data. As a result of the analysis, it has been determined that individual creativity and proactive crisis management have a positive relationship (r = 0.505; Sig. = 0.000) and individual creativity positively effects proactive crisis management (R2 = 0.255; p = 0.000; ß Change = 0.16). Keywords: Individual creativity, proactive crisis management, micro enterprises, small enterprises. Jel Codes: M1, M10, M19

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“…Negative changes destabilize the activity There are also other researchers, whose works are also pretty good, and who also still working in this sphere, in particular B. Hamlin [9][10][11][12][13][14][15].…”

Section: Introductionmentioning

confidence: 99%

Hr Crisis Management at Trade Enterprises

Losіtska

Bieliaieva

2020

EUREKA: Social and Humanities

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The article is about revealing the content and role of HR crisis management at trade enterprises. The article provides an understanding of organizational changes, crisis phenomena, and crisis management. It is stated, that management of enterprises in a crisis state is one of the main problems of economy and legislation not only of economically developed countries, but also of countries with fragile economies, to which Ukraine still applies. A set of measures for HR crisis management at a trading company was identified. At the basis of research, it is possible to identify consistent ways to implement the steps of HR crisis management at a trading company. It is established, that as a result of a crisis, organizations may lose employees, workers, along with key talent and organizational knowledge, from low morale, fear, physical relocation or death. In this case, there are outlined the core messages to decision makers that employee’s development and rewards are the major dimensions of the content of an Human Resource Management (HRM) system and that consistency and distinctiveness are the principal features of the process of HRM system, even in cases where an organization is operating under an economic crisis environment. It is stated, that the essence of crisis management of an enterprise is to provide such conditions for the functioning of an enterprise, when financial, production, marketing, personnel and other difficulties are not permanent and are quickly resolved by means of special measures. It is investigated, that HR crisis management at trade enterprises involves not only the formal organization of the work with the staff, but also a set of factors of social and psychological, moral character - democratic style of management, caring attitude to the needs of a person, attention to his/her individual characteristics, etc. It is proved, that an important factor that can contribute to effective crisis management is a well-selected, managed personnel, who respond quickly and flexibly to any changes in the environment. The article establishes the HR management in the conditions of unstable or crisis state of an enterprise as a comprehensive, planned activity, based on a system of scientifically grounded principles, experience and intuition of managers of an enterprise. There are investigated the stages for HR crisis management in the market conditions as: analysis of the problem situation and state of an enterprise, diagnostics of human resources state, development and implementation of HR marketing measures, development of a HR crisis strategy and system of its marketing support, design of a HR crisis policy, development and organization of implementation of HR crisis decisions, development of measures to overcome and prevent conflicts, determination of HRM risk and ways of their overcoming, control over the implementation of HR-crisis decisions. There is created a list of actions of HR managers while crisis management, including establishment of a crisis management team, development of recovery plans, provision of communications.

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Strategic Leadership Communication for Crisis Network Coordination

Cited by 13 publications

References 52 publications

Recalibrating pandemic risk leadership: Thirteen crisis ready strategies for COVID-19

Recalibrating pandemic risk leadership: Thirteen crisis ready strategies for COVID-19

Individual creativity factor in proactive crisis management in micro and small enterprises

Hr Crisis Management at Trade Enterprises

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