Leadership During A Crisis

LEADERSHIP
DURING A CRISIS
GROUP MEMBERS:
• ALI RAZA
• AIMAN KHAN
• JAVERIA SADIA
• MAHEEN REHMAN
• SHAREH
• SAMIYA
Leading during a crisis
Leading during a crisis can be regarded as contingency leadership because the situation
demands that the leader emphasize certain behaviors, attitudes, and traits.
Crisis leadership is the process of leading group members through a sudden and largely
unanticipated, extremely negative, and emotionally difficult circumstance.
An effective crisis leadership is comprised of three main things :
 Communication,
 Clarity of vision and values,
 Caring relationships.
Leaders who develop, pay attention to, and practice these qualities go a long way toward
handling the human dimension of a crisis. In the end, it's all about the people.
Here we discuss some leadership attributes and behaviors associated with successfully
leading an organization or a situation through a crisis.
AN EXAMPLE: CRISIS SITUATION
Take Decisive Action
The best-accepted principle of crisis leadership is that the leader should take decisive
action to remedy the situation.
 After the plan is formulated, it should be widely communicated to help encourage

group members that something real is being done about the difficulty.
 A leader who takes highly visible action to deal with a crisis is likely to be viewed as
competent.
Project Honesty and Confidence
 During a crisis, everybody looks to a leader for the next step or for reassurance.
 If a leader projects fear and unease, that unease transmits to everyone else.
 This is absolutely necessary for leaders to look like they are masters of the situation.
 People need someone they can rely on, But confidence is not the only thing leaders need
to display. Honesty is key as well.
 While the urge to state that ‘everything is going to be fine’ is going to be overwhelming, it
is important for leaders to be realistic. They need to step a fine balance when stating the
level of a situation.
 Overstating or understating the magnitude of a situation will not help in the slightest. In
fact, it might actually impact the recovery process.
Lead with Compassion
 Compassion is a feeling of deep sympathy for others and the strong will to
remove their pain.
 If you want others to be stress-free , practice compassion.
 The compassionate leadership brings about healing involves taking some form
of action that eases pain and inspires others to act as well.
 Compassionate leadership can reduce anxieties, stress and frustrations

Avoid a Circle-the-Wagons Mentality
One of the worst ways to lead a group through a crisis is to strongly defend yourself against your
critics or deny wrongdoing.
 The same denial approach is referred to as maintaining a bunker mentality or stonewalling the
problem.
 Instead of cooperating with other stakeholders in the crisis, the leader takes a defensive
posture.
EXAMPLE: Bridgestone Corporation,( the Japanese owner of Firestone tires.)

Rather than act promptly to control the damage, he refused to face critics until the
controversy was raging.
Display Optimism
 An optimistic leader can help energize group members to overcome the bad times.
 The effective crisis leader draws action plans that give people hope for a better future.
 Remain reasonably optimistic will reduce anxiety and keep everyone motivated.
Worriers thrive in every crisis,

Prevent the Crisis Through Disaster Planning
The ideal form of crisis leadership is to prevent a crisis through disaster planning.
A key part of planning for a physical disaster, for example, is to anticipate;
 where you would go?
 how you would get in touch with employees, and where you might set up a temporary
workplace?
 Having a list of backup vendors in case they are hit by a physical disaster is also
important.
 Networking with other and agree to assist each other if a crisis strikes.
 Arranging in advance for support groups, such as grief counselors, is another key
element of disaster planning. a Disaster plan can be an effective leadership act
because it may lower worker anxiety.
Be a Transformational Leader
 Transformational leadership is likely to beneﬁt the troubled both in dealing with the
immediate crisis and in performing better in the long run.

 The transformational leader can often lead the organization out of its misery.
 During times of large and enduring crisis, transformational leadership may be the
intervention of choice.
 Transformational leaders can help followers direct through the sense making

process, reducing the stress followers may experience in an uncertain environment,
using inspirational motivation.
LEADERSHIP DURING A CRISIS
AN EXAMPLE SITUATION
AN ACTIVITY
https://www.youtube.com/watch?v=zakKrCiS26k
GIVE YOUR OPINION
ANY QUESTION
?
THANK YOU

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LEADERSHIP

 After the plan is formulated, it should be widely communicated to help encourage

 If you want others to be stress-free , practice compassion.

 Compassionate leadership can reduce anxieties, stress and frustrations

EXAMPLE: Bridgestone Corporation,( the Japanese owner of Firestone tires.)

Worriers thrive in every crisis,

 Transformational leaders can help followers direct through the sense making

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