Book contents
- Constructing Crisis
- Constructing Crisis
- Copyright page
- Dedication
- Contents
- Tables
- Preface
- 1 Undertaking a New Interpretive Effort
- 2 Crisis as a Reification of Urgency
- 3 Advancing the Crisis-as-Event Model
- 4 Problems, Crises, and Contextual Constructionism
- 5 An Objective Description and a Subjective Uh-Oh!
- 6 Believing Claims of Urgency – Or Not
- 7 The Power of a Good (Crisis) Narrative
- 8 To Create Such a Crisis, to Foster Such a Tension
- 9 Beyond Forged-in-Crisis Leadership
- 10 So What?
- References
- Index
9 - Beyond Forged-in-Crisis Leadership
Published online by Cambridge University Press: 23 August 2019
Book contents
- Constructing Crisis
- Constructing Crisis
- Copyright page
- Dedication
- Contents
- Tables
- Preface
- 1 Undertaking a New Interpretive Effort
- 2 Crisis as a Reification of Urgency
- 3 Advancing the Crisis-as-Event Model
- 4 Problems, Crises, and Contextual Constructionism
- 5 An Objective Description and a Subjective Uh-Oh!
- 6 Believing Claims of Urgency – Or Not
- 7 The Power of a Good (Crisis) Narrative
- 8 To Create Such a Crisis, to Foster Such a Tension
- 9 Beyond Forged-in-Crisis Leadership
- 10 So What?
- References
- Index
Summary
Crises were made for leaders. Leaders were made for crises.
The crisis-as-event model is clear on that point. Leaders navigate their units through the turbulence wrought by crisis events. When companies face financial turmoil, the board hires a CEO to lead the organization to recovery and prosperity. Countries engulfed in war look to their leaders – think of the outsized roles played by Franklin Roosevelt and Winston Churchill during World War II – to offer guidance, strength, and a steady hand. These are the folks who determine success or failure, rejuvenation or death. Leaders and leadership sit front and center in the crisis-as-event model.
- Type
- Chapter
- Information
- Constructing CrisisLeaders, Crises and Claims of Urgency, pp. 191 - 220Publisher: Cambridge University PressPrint publication year: 2019