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Cited by 77Leadership and Management in OrganizationsEmployee Performance and LeadershipLeadership, Behavior, and Decision-Making Studies

Confirmation of a crisis leadership model and its effectiveness: Lessons from the COVID-19 pandemic

Open access
Balasubramanian, Sreejith, Fernandes, Cedwyn·2022·Cogent Business & Management
DOI 10.1080/23311975.2021.2022824
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Abstract

Despite the significance of crisis leadership for organizations, especially in the wake of COVID-19, empirical research in this area is still nascent. Therefore, “What attributes make an effective leader during a crisis?” is unclear. Using lessons learned from the COVID-19 pandemic, this study seeks to address this gap in the literature by i) developing and validating a robust multi-dimensional crisis leadership model and ii) measure its effectiveness in handling the crisis. A higher-order measurement model of crisis leadership comprising of seven constructs (compassion and care, openness and communication, resilience and courage, decisiveness, consultation and collaboration, and empowerment) and two structural models to measure its predictive validity (effectiveness in handling the crisis) were proposed based on the review of crisis leadership literature. Next, using data collected through a global survey, the validity of the proposed models, including the relevance/appropriateness of each construct and the predictive power of the crisis leadership model in explaining the organizations’ effectiveness in handling the crisis, were assessed. The second-order confirmatory factor analysis established the existence of a higher-order measurement model for crisis leadership, with each of the seven constructs contributing uniquely and strongly. The structural equation modeling results confirmed the strong predictive power of the crisis leadership model in explaining the organizations’ effectiveness in handling the crisis across its different (beginning, current, and future) phases. The findings show that crisis leadership is multifaceted and requires an all-encompassing effort and provides a road map for organizations looking to develop crisis leadership capabilities for senior managers and leaders.

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  • Compassion and care create a sense of togetherness during a crisis.

    “Balasubramanian and Fernandes (2022) pointed out that compassion and care create a sense of togetherness during a crisis.”

    From Whither compassionate leadership? A systematic review (2024) · cites this paper as Balasubramanian and Fernandes 2022

  • The four-item compassion sub-construct had strong convergent and discriminant validity and a reliability of 0.92 (Cronbach's alpha).

    “This four-item construct had strong convergent and discriminant validity and had a reliability of 0.92 (Cronbach's alpha).”

    From Whither compassionate leadership? A systematic review (2024) · cites this paper as Balasubramanian and Fernandes (2022)

  • The four key measures for the compassion sub-construct of crisis leadership are active listener to employee concerns, empathy, employee needs are central to decision making, and encourage employee to openly and honestly express their concerns.

    “The four key measures for this construct include 'active listener to employee concerns', empathy, employee needs are central to decision making, and encourage employee to openly and honestly express their concerns.”

    From Whither compassionate leadership? A systematic review (2024) · cites this paper as Balasubramanian and Fernandes (2022)

  • Balasubramanian and Fernandes (2022) used compassion as a sub-construct to measure crisis leadership.

    “Other studies such as Balasubramanian and Fernandes (2022) have used compassion as sub-construct to measure crisis leadership.”

    From Whither compassionate leadership? A systematic review (2024) · cites this paper as Balasubramanian and Fernandes (2022)

  • Employees respond better to known information, even if the news is not good, than to the unknown or to misleading half-truths or irresponsible optimism.

    “Employees respond so much better to the known (even if the news isn’t great) than the unknown (which tends to fuel more anxiety) or, even worse, misleading half-truths or irresponsible optimism (Balasubramanian and Fernandes 2022).”

    From Whither compassionate leadership? A systematic review (2024) · cites this paper as Balasubramanian and Fernandes 2022

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Research works printed but not linked: 7

  1. Allen, L. A. (1991). The care crisis: Hospitals need new leadership. Management Review, 80(1), 46-50.
  2. Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411- 423. https://doi.org/10.1037/0033-2909.103.3.411 · DOI · Paper page
  3. Hersey, P., & Chevalier, R. (2000). Situational leadership and performance coaching. In M. Goldsmith & L. S. Lyons (Eds.), Coaching for leadership (pp. 247-256).
  4. Lei, P. W., & Wu, Q. (2007). Introduction to structural equation modeling: Issues and practical considerations. Educational Measurement: Issues and Practice, 26 (3), 33-43. 10.1111/j.1745- 3992.2007.00099.x · DOI
  5. McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5 (4), 117-130.
  6. Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric theory (3rd ed.). McGraw-Hill.
  7. World Health Organization (2020). Timeline of WHO's response to COVID-19. https://www.who.int/news- room/detail/29-06-2020-covidtimeline Appendix1: Second-order Confirmatory Factor Analysis Results Balasubramanian & Fernandes, Cogent Business & Management (2022), 9: 2022824 https://doi.org/10.1080/23311975.2021.2022824 Appendix2: Structural Equation Modeling Results for Model 1 · DOI

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Authors
Balasubramanian, S., & Fernandes, C.
Affiliations
Middlesex University Dubai (AE)
Corresponding author
Balasubramanian, Sreejith
ORCID
Venue
Cogent Business & Management
Publisher
Informa UK Limited
Published
2022-01-10
Volume
9
Issue
1
ISSN
2331-1975 (ISSN-L)
DOI
10.1080/23311975.2021.2022824
OpenAlex
W4205134168
Cited by
77
References
63
Citations by year
2026: 10 · 2025: 11 · 2024: 36 · 2023: 11 · 2022: 9
FWCI
12.51
Type
journal article
Language
en
Open access
Licence
Locations
  • Cogent Business & Management (publishedVersion, cc-by)
  • Middlesex University Research Repository (Middlesex University Of London) (acceptedVersion)
  • RePEc: Research Papers in Economics (submittedVersion)
  • DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
  • Econstor (Econstor) (submittedVersion, cc-by)
Funders
research
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Decision Sciences › Management Science and Operations Research › Leadership, Behavior, and Decision-Making Studies
Keywords
crisis leadership, COVID-19 pandemic, crisis management effectiveness, leadership models, communication, decisiveness, empowerment, business executives, organizational crisis response

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