What Members Need in Work Situations: Two Samples of Essential Managerial Leadership Behaviors: JMI

ABSTRACT

Violent incidents, terrorist attacks, senseless shootings, health issues such as the Coronavirus, and natural disasters call attention to managerial leadership in crisis situations. Yukl and Van Fleet (1982) did the seminal work on this topic extended by Peterson and Van Fleet (2008) and Peterson et al. (2012). More recently, Geier (2016) reported findings based on firefighters while Htway and Casteel (2015) and Kapucu and Ustun (2018) studied public sector organizations. Since these studies all involved nonprofit organizations, an extension to for-profit organizations is warranted. There are differences between profit organizations and not-for-profit organizations (Collins, 2001;Collins, 2005). Because of the goals involved, there may be differences in the managerial leadership behaviors required by these types of organizations. Hannah and Parry (2013) specifically recommend expanding leadership research to many different extreme situations in an effort to understand different managerial leadership behaviors that adapt to varying crisis situations. Two samples reported here identify the critical managerial leadership behaviors desired by for-profit organizational participants in both stable and crisis situations. Finally, implications, limitations, and future research are discussed.