Orientations of Positive Leadership in Times of Crisis
HANDBOOK ON POSITIVE ORGANIZATIONAL SCHOLARSHIP, Kim Cameron, Gretchen Spreitzer, eds., Oxford University Press, 2010
31 Pages Posted: 4 Jul 2010
Date Written: July 2, 2010
This chapter identifies three crisis leadership orientations that research suggests are necessary for leaders and their organizations to manifest positivity in crisis. We argue that leaders who have a mindset for 1) learning and adapting to rapidly changing circumstances; 2) seeing possibilities amid the tragic circumstances of a crisis; and 3) expecting trust and trustworthiness will be more inclined to identify positive outcomes in crisis situations. This chapter also offers a set of corresponding behaviors that are indicative of the crisis leadership orientations. The chapter begins with a brief introduction to crises and crisis phases. We then introduce the leadership orientations and their respective behaviors, followed by a discussion of the types of positive outcomes that can be manifested from the leadership orientations. These outcomes include benefits for the individual crisis leader, the organization, and its stakeholders, yet as we discuss in the section on future direction the manifestation of those outcomes may be contingent upon both organizational factors and the nature and source of the crisis.
Suggested Citation: Suggested Citation