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 17: Conclusions about crisis leadership in organizations

Andrew J. DuBrin

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


Our study of research on crisis leadership in organizations has produced a wide range of information useful to both scholars and practitioners. The usual shibboleth applies that many unanswered questions remain and that we have much more to learn. Nevertheless, an overview of the previous sixteen chapters points toward a number of concluding comments. Crisis leadership is an important niche in the study of leadership and management. Enough knowledge has been accumulated about crisis leadership in organizations to serve as guidelines for practice, as well as a research base to build on for the future. Next, we list a series of conclusions about crisis leaders and crisis leadership.

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