Crisis Leadership Competence: An Important Research Paper

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Leaders who are fluent in crisis management are not afraid of crises because they have engaged in the necessary planning and preparation, have a number of coping skills to deal with a variety of scenarios, and are skilled at turning potential negatives into positives. They are adaptable, and can quickly readjust strategies to suit present needs, rather than remain stuck in one specific plan for the future.

Another critical aspect of effective crisis leadership that also has applications in day-to-day leadership is the need for participatory strategies, to get all members of the organization 'on board' with the leader's plan. Participatory leadership requires soliciting input from different members of the organization to create a holistic plan of attack, and draws upon a variety of perspectives, avoiding tunnel vision. Using participatory strategies increase organizational members' sense of investment and 'buy-in' with a crisis prevention or management plan. It might be protested that during a crisis it is extremely difficult to be democratic.

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But by creating channels of communication between leaders and all members of the organization, it is easier to solicit input and retain flexibility during a crisis. And employees are more apt to obey a leader who has solicited input from them, and to trust his or her judgment during a crisis than a leader who has adopted an autocratic style in everyday interactions. Before the crisis occurs, the leader must also have articulated a unifying, inspiring vision for the organization. When an organization's mission is communicated effectively, the crisis becomes a 'test' of the organization, rather than a threat......

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