Table of Contents

Handbook of Research on Crisis Leadership in Organizations

Handbook of Research on Crisis Leadership in Organizations

Elgar original reference

Edited by Andrew J. DuBrin

With contributions from many of the leading researchers in the field, the Handbook of Research on Crisis Leadership in Organizations summarizes much of the theory, research, and opinion about various facets of crisis leadership in order to advance this emerging field. It recognizes that crises have become an almost inevitable part of organizational life, and describes how leaders can facilitate people getting through the crisis.

Chapter 5: Turnaround managers as crisis leaders

Gary Bonvillian

Subjects: business and management, organisational behaviour, politics and public policy, leadership


Over the past thirty years, the topic of leading organizations through crisis situations has been increasingly explored by academicians and practitioners alike. Many have argued that there are readily identifiable factors that can lead to crisis situations and they can be linked to the business and operational environments in which modern organizations must operate. The factors are varied but include several compelling and inescapable realities of today’s high demand and fast paced organizational life. They include a much better educated, sophisticated and discriminating consumer base, with higher product expectations for quality and function; advanced technologies that make the transfer of information instant, with both positive and negative consequences among competing organizations; global competitive forces with more sectors continuously surfacing; changing workforce demographics, including location, availability, readiness and disposition; rapid production schedules with little tolerance for error within the supply chain and through to the final market provider; the relatively short-term lifecycle of innovations; financial volatility; and, most germane to this body of work, readiness of managers and leaders to respond to such factors. Organizational fortunes can be compromised a great deal if today’s managers and leaders fail to acknowledge, prepare for, and take appropriate actions to counter the potential damaging effects of these factors. As ominous as these conditions are they also present an advantage to organizations that are capable of responding to, and even predicting, potential crisis cycles.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information