Crisis leadership from the perspective of employees during the COVID-19 pandemic

Purpose: The purpose of the paper is to identify traits and behaviors of organization leaders that were deemed helpful by employees during the COVID-19 pandemic. Design/methodology/approach: This is an exploratory qualitative study that utilized online surveys. Data from 155 participants were subjected to content analysis. Findings: Several interrelated traits and behaviors of effective crisis leadership were identified. These were clustered into three superordinate themes-attending to the person, taking charge and showing the way forward and sustaining the spirit. Research limitations/implications: Findings from this paper can be furthered by conducting quantitative studies to validate themes and/or test a conceptual model of effective crisis leadership. Gathering data from other populations at different points in time during the COVID-19 pandemic may also be useful. Practical implications: A review of leadership development programs and organization norms and values is recommended in order to ensure that they are consistent with crisis leadership competencies. Originality/value: This paper helps address the gap on follower-centered perspectives about organizational leadership responses to crises and highlights the importance of care and compassion in leading employees during difficult times. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

COVID-19 induced emergent knowledge strategies

The pandemic of COVID-19 is considered the most complex global process generated so far due to its unprecedented power of disruption, interconnection, and lockdowns in all the domains of our life, from health to economy, education, research, culture, sports, and social isolation. The COVID-19 crisis came like any other natural disaster, finding people and organizations unprepared for disruptive power and social nexus. The unthinkable became a reality, and people realized that organizations and governments have no strategies to fight against such a pandemic. They found out that the strategic knowledge gap is enormous, and the only way to navigate this crisis is to create emergent knowledge strategies. This paper aims to analyze the characteristics of emergent knowledge strategies by comparing them with deliberate knowledge strategies and showing how people can develop such new kinds of strategies. The analysis is based on criteria like time perception, systems thinking, type of knowledge, type of changes, and complexity. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

From paradox to resilience in crisis: A model for successful crisis management

In this conceptual contribution, successful crisis management is described as the journey from paradoxical tensions in the crisis to resilience in the organization. Contradictory, yet interrelated interests, needs and demands in the current COVID-19 pandemic are used for illustration. The developed model emphasizes the importance of a paradox mindset for leaders, decision makers and people concerned to recognize and accept paradoxical tensions in the crisis and to realize chances in a "both-and" approach (as opposed to "either-or"). The paradox mindset facilitates the reoccurring process of sensemaking and sensegiving about these tensions. This process enables the development of collective "both-and" mindsets, creative approaches, and iterative learning in the crisis. Thus, the paradox perspective enables organizations to deal constructively with tensions and to transform them into chances-it fosters the organizations' resilience. At the end, the model is summarized in three recommendations for successful crisis management. (PsycInfo Database Record (c) 2023 APA, all rights reserved) Abstract (German) In diesem konzeptuellen Beitrag fur die Zeitschrift Gruppe. Interaktion. Organisation. wird erfolgreiches Krisenmanagement als Weg von paradoxen Spannungen in der Krise zur Resilienz der Organisation beschrieben. Widerspruchliche und doch miteinander verbundene Interessen, Bedurfnisse und Anforderungen in der aktuellen COVID-19 Pandemie dienen als Beispiele. Das Modell betont die Rolle eines paradoxen Mindsets, welches Fuhrungskraften, Entscheidern und Betroffenen ermoglicht, paradoxe Spannungen als solche zu erkennen, anzunehmen und die Chancen im sowohl-als auch" (im Gegensatz zu entweder-oder") zu finden. Das paradoxe Mindset fordert die Auseinandersetzung mit den Spannungen in einem wiederkehrenden Prozess des Sinnfindens und Sinnstiftens. Dieser Prozess stost im Austausch mit den unterschiedlichen Stakeholdern die Entwicklung gemeinsamer sowohl-als auch" Denkmodelle, kreativer Herangehensweisen und schrittweisen Lernens an. Somit starkt die paradoxe Sichtweise die Fahigkeit von Organisationen konstruktiv mit Herausforderungen umzugehen und diese in Chancen zu verwandeln - es macht sie resilienter. Der Beitrag schliest mit drei zusammenfassenden Empfehlungen fur das Krisenmanagement. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Emergent organizing in crisis: US nurses' sensemaking and job crafting during COVID-19

Crisis situations may render some roles meaningless or modify the meanings of existing roles. In general, employees participate in job crafting to alter or redefine their tasks and relationships to enhance their meaningfulness. Drawing on Weick's sensemaking theory, this article explores how nurses working directly with COVID-19 patients participate in job crafting amid a pandemic crisis. It proposes an iterative conceptual framework in which sensemaking via the cycle of enactment, selection, and retention informs job crafting, thus contributing to emergent organizing. This enactment of emergent organizing provides fodder for further sensemaking, which highlights the symbiotic relationship between sensemaking and job crafting. Practically speaking, in order to facilitate sensemaking, job crafting, and organizing, management must acknowledge and impart flexibility, and must be open to impromptu thinking by nurses. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Cyber resilience during the COVID-19 pandemic crisis: A case study

The outbreak of the COVID-19 pandemic crisis around the world and the resulting unprecedented measures taken by governments required organizations to quickly adopt new ways of (remotely) working. At face value, this would suggest a higher vulnerability for cyber threats. This research note analyses how a global financial institution dealt with this challenge by using Hollnagel's four abilities for resilient performance as a theoretical lens. Semi-structured in-depth interviews with eleven key actors were conducted. Three findings stand out. First, the interviews suggest that the organization performed cyber resiliently in the sense that the number of incidents and impact were not significantly higher. Second, the interviews show that all four abilities of resilience were formally developed prior to the COVID-19 outbreak, but rarely resulted in anticipatory adjustment. Third, the interviews indicate that the ability to respond contributed most to the organization's cyber resilience during the pandemic crisis. To conclude, our research note raises the question to what extent the four potentials should be developed beforehand in order to perform resiliently during crises. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Exploring commons governance, nonprofit commons governance, and convening leadership in nonprofit organizations to solve complex societal and global issues: A qualitative study

Nonprofit organizations that operate independently without knowledge of effective governance principles and convening leadership through collective-action collaboration have less shared resources and philanthropic value to fulfill their organization's mission. Moreover, the COVID-19 pandemic accentuated awareness of the need for nonprofit organizations and voluntary action associations to collaborate, leading to increased shared resources and philanthropic value through governance and convening leadership. The purpose of this study was to examine four design principles of commons governance (Ostrom, 1990), five nonprofit commons governance principles and assumptions (Lohmann, 1992), and five convening leadership dimensions (Clary, 2021) to understand how governance and convening leadership contribute to shared resources and philanthropic value through collaboration for nonprofit organizations. Specifically, the aim was to operationalize governance and convening leadership in nonprofit and voluntary action associations through collaboration. Data from five research questions and 20 interview questions resulted in 1,097 data segments, 51 codes, 32 categories, and 47 themes. Ten participants from nine nonprofit organizations representing 501(c)(3) nonprofit organizations and voluntary action associations in the state of Arkansas in the southeastern United States of America participated in the study. The findings showed that governance and leadership contribute to shared resources and philanthropic value through collaboration for nonprofit organizations, especially during crises. The findings further showed that a framework based on empirical data, when implemented, provides a practical model for the development and management of nonprofit organizations through collaboration, governance, and convening leadership contributing to the furtherance of an organization's mission. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

The impact of leaders' emotional intelligence and sub-crises events on follower perceptions of crisis leadership (in)effectiveness

Crisis events in organizations have become more frequent and often play out in very public arenas creating demanding situations and consequences for both private and public organizations and their stakeholders. The crisis generally has time pressure and the needed ability of key leaders to make swift decisions. Organizational crisis is inevitable. It has never been more evident as the global Covid 19 pandemic has impacted airlines, hospitals, schools, supply chain management, restaurants, sports, and countless other enterprises as well as the millions of stakeholders' dependent upon them. Followers look to leaders for actions, solutions, and explanations. This study examines Emotional Intelligence and its relationship to follower perceptions of crisis leadership, during the main crisis event and sub-events that occur through the crisis lifecycle. It is designed to have practical implications for leaders as they consider their role as a crisis leader and how they position themselves best to lead their organization and its stakeholders through the crisis. Findings conclude there is a strong relationship between above-average levels of emotional intelligence to positive follower perceptions of overall effective crisis leadership. The findings also suggest sub-events that occur during the main crisis lifecycle impact follower perceptions of crisis response. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Crisis management within LGBTQ+ nonprofit organizations during COVID-19 and beyond. A qualitative descriptive study

As the COVID-19 pandemic continues to descend upon the public on a global basis, concerns have been raised as to how LGBTQ+ nonprofit organizations could manage crises and generate revenue and maintain networking capabilities. The instruments for data collection that were used are (1) focus groups, (2) questionnaires, and (3) interviews. Being able to operate and remain solvent during this arduous time has proven to be challenging for LGBTQ+ nonprofit organizations. In the current qualitative descriptive study, 21 participants completed questionnaires with regards to how COVID-19 has affected the LGBTQ+ nonprofit sector regarding organizational function. Therefore, a qualitative descriptive research design was used to assess challenges that were brought upon by the pandemic, considering the utilization of crisis management among LGBTQ+ employees within LGBTQ+ nonprofit organizations. Additionally, two sets of theories were incorporated to address the two research questions, and the conclusions were obtained from the data that was collected. The duo theories enhanced the prescriptive theme of organizational stability within Los Angeles, California, regarding crisis management, to limit adverse descriptive themes that could hamper nonprofit LGBTQ+ organizational operations overall. The data analysis tool utilized was Dedoose and its applications. Key findings indicated that there is a lack of training regarding current and future technology. Crisis management strategies for COVID-19 and beyond were adversely affected. Strategic planning and technology advancements could positively influence implications for practice regarding LGBTQ+ nonprofit organizations in Los Angeles, California. Additional recommendations for future research would be to narrow down nonprofits to LGBTQ+ nonprofit organizations, for a specific locality. In turn, this would also highlight organizational structure regarding nonprofit practices within a subculture for future autonomy. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Organizational responses to the COVID-19 crisis

This body of work examines changing patterns of communicative and economic behavior in reaction to the large-scale shift from physical to remote work arrangements during the COVID-19 Crisis. The first study consists of a generative analysis of remote work agreements (telework) and both the expressed and implied exchange of benefits between employees and employers finding evidence that supports the expansion of a social contract to include business. The second study is informed by a quantitative content analysis of Teamblind.com, a semi-anonymous, exclusive web forum that allows for open discussion of salary and matters pertaining to employment and other economic opportunities. This study lends support for the concepts of social capital and its conversion to economic capital and has several findings that speak to the degree to which organizational communication and messaging affects reputation management and, by extension, outcomes for talent acquisition, retention, and overall macroeconomic outlooks from consumers and would-be employees. The final paper examines the economic activities of the top five tech companies by NASDAQ market capitalization: Facebook, Amazon, Apple, Microsoft, and Google (FAAMG) in the wake of the COVID-19 Crisis. A critical theory framework is applied to this group of companies' economic expansion, particularly with regard to real capital acquisition, and questions whether the decisions are purely economically-motivated, or whether social capital development is the primary consideration. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Adaptive crisis management skills for effective leadership during times of uncertainty and chaos

The ability of leaders to navigate their organizations during times of crisis and uncertainty has emerged as a key factor in how organizations fared and whether they thrived, survived or perished the COVID-19 pandemic. The purpose of this study is to explore which adaptive management skills allow leaders to better and more effectively lead during times of crisis and uncertainty for their businesses and industries and aims to formulate a new theory on leadership during crisis situations, enabling leaders to successfully lead their organization through such future challenges. Based on a review of literature and theory, a qualitative study has been conducted with a selected group of CEOs, active in diverse industries. The research was complemented by a short 23-question survey. Semi-structured interviews were conducted with the six participants. The research conducted solidified the hypothesis that leaders utilized an entire "toolbox" of skills, abilities, attitudes, behaviors in order to succeed in effectively leading their organization. The present research therefore describes crisis leaders as apeirogon diamond leaders, visualized as a diamond with countably infinite number of sides. Leveraging the research performed, the present study aims to add the profile of the Apeirogon Diamond Leader and the Roth Crisis Leadership Model to the leadership literature, lay out the theoretical foundation of the model as well as the foundation of an assessment model and potential blueprint which could be used to train leaders and employees in coping with crisis situations. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Hop to it! The impact of organization type on innovation response time to the COVID-19 crisis

The COVID-19 pandemic has led to a changing environment posing many challenges that call for innovative solutions, leading to a changing innovation landscape. We explore particular organizational actors' innovation response time by analyzing data from a commercial innovation database. Arguing that innovation response time mostly depends on how organizations perceive time, we expect innovative start-ups to be the quickest and universities to be the slowest in responding to the crisis. Controlling for a set of external drivers of structural change, we find support for our hypothesis about start-ups. Contrary to our expectations, universities do not significantly differ in their innovation response time compared with incumbents. To underpin the robustness of our findings, we provide a specification curve analysis. Our results indicate the significance of start-up-corporate collaboration and open innovation, especially in the aftermath of the crisis. (PsycInfo Database Record (c) 2022 APA, all rights reserved)