Turnaround managers as crisis leaders

Bonvillian, Gary

doi:10.4337/9781781006405.00013

Cited by 3 publications

(1 citation statement)

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“… 8 Christensen 9 defined crisis leadership as “a process of responding to a low-probability, high-impact situation by influencing others to overcome or take advantage of the situation, regardless of its cause, optimizing the effect, in a timely framework.” They see the big picture, have an ability to link improbable events together in order to interpret a potential crisis, continuously engage in pre-crisis audits to identify warning signs, and have an ability to redesign an organization toward greater resiliency following a crisis. 10 …”

Section: Crisis Leadershipmentioning

confidence: 99%

Crisis, ethical leadership and moral courage: Ethical climate during COVID-19

Awad

Ashour

2022

Nurs Ethics

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Background The global COVID-19 pandemic has challenged nurse leaders in ways that one could not imagine. Along with ongoing priorities of providing high quality, cost-effective and safe care, nurse leaders are also committed to promote an ethical climate that support nurses’ moral courage for sustaining excellence in patient and family care. Aim This study is directed to develop a structure equation model of crisis, ethical leadership and nurses’ moral courage: mediating effect of ethical climate during COVID-19. Ethical consideration Approval was obtained from Ethics Committee at Faculty of Nursing, Alexandria University, Egypt. Methods A cross-sectional design was used to conduct this study using validated scales to measure the study variables. It was conducted in all units of two isolated hospitals in Damanhur, Egypt. A convenient sample of 235 nurses was recruited to be involved in this study. Results This study revealed that nurses perceived a moderate mean percent (55.49 ± 3.46) of overall crisis leadership, high mean percent (74.69 ± 6.15) of overall ethical leadership, high mean percent (72.09 ± 7.73) of their moral courage, and moderate mean percent of overall ethical climate (65.67 ± 12.04). Additionally, this study declared a strong positive statistical significant correlation between all study variables and indicated that the independent variable (crisis and ethical leadership) can predict a 0.96, 0.6, respectively, increasing in the dependent variable (nurses’ moral courage) through the mediating impact of ethical climate. Conclusion Nursing administrators should be conscious of the importance of crisis, ethical leadership competencies and the role of ethical climate to enhance nurses’ moral courage especially during pandemic. Therefore, these findings have significant contributions that support healthcare organizations to develop strategies that provide a supportive ethical climate. Develop ethical and crisis leadership competencies in order to improve nurses' moral courage by holding meetings, workshops, and allowing open dialogue with nurses to assess their moral courage.

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Section: Crisis Leadershipmentioning

confidence: 99%

Crisis, ethical leadership and moral courage: Ethical climate during COVID-19

Awad

Ashour

2022

Nurs Ethics

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Corporate Renewal and Turnaround of Troubled Businesses: The Private-Equity Advantage

Harrigan

Wing²

2021

SMR

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Crisis Identification and Aversion Scale

Brownlee-Turgeon

2021

Advances in Human Resources Management and Organizational Development

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This chapter describes a new instrument that measures a leader's ability to identify and avert crisis in the pre-crisis stages. There is currently no other instrument that measures leadership ability pre-crisis but rather only leadership attributes during the crisis event. Based on the conceptual model developed by Wooten and James, the measurement focuses on the first two stages of the conceptual model, signal detection and prevention and preparation. This chapter covers multiple aspects of the measurement. First, it provides the framework for the development of the crisis identification and aversion tool. Secondly, it provides an analysis of the inclusive quartiles of the three-factor measurement, which includes the competencies of participatory management, sensemaking, and resourcefulness.

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Turnaround managers as crisis leaders

Cited by 3 publications

References 0 publications

Crisis, ethical leadership and moral courage: Ethical climate during COVID-19

Crisis, ethical leadership and moral courage: Ethical climate during COVID-19

Corporate Renewal and Turnaround of Troubled Businesses: The Private-Equity Advantage

Crisis Identification and Aversion Scale

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