Handbook of Research on Crisis Leadership in Organizations
Show Less

Handbook of Research on Crisis Leadership in Organizations

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.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 3: Transformational leadership for crisis management

Rajnandini Pillai


Organizational crisis has been defined as “a low probability, high-impact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly” (Pearson and Clair, 1998: 60). The first decade of the 21st century has seen such major crises as September 11, 2001 and the global financial crisis of 2007–2009. A crisis such as a natural disaster, terrorist attack, product failure, workplace violence, bribery, or scandal emphasizes the importance of the role of the leader in leading the organization through the crisis (Pearson and Clair, 1998). According to Darling (1994), the frequency of crisis in organizations has increased exponentially in recent years and crisis management allows an organization to manage its day-to-day activities while dealing with the crisis (Cho and Tseng, 2009). Several studies show that leadership makes a difference under conditions of crisis (e.g., Bligh, Kohles, and Meindl, 2004a,b) as follower perceptions of the leader and the leader’s influence on group performance are higher under crisis than no crisis conditions (Mumford, Friedrich, Caughron, and Byrne, 2007). Two prominent leadership models have been consistently linked to crisis: charismatic and transformational leadership. In this chapter, I focus on the role of transformational leadership in the management of crisis and offer some suggestions for practice and research that will hopefully help us understand how transformational leadership strategies can be better deployed in the context of the challenges of the 21st century.

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

or login to access all content.