scholarly journals Interaction of crisis leadership & corporate reputation

Author(s):  
Evangelia Fragouli ◽  

Effective leadership in dealing with a crisis is of critical importance since crisis situations often put companies or organizations at high risks threatening their reputation, stability & survival. Considering that a crisis can present itself in a number of different ways, as well as there are multiple factors that affect individual leadership styles. a leader must be able to distinguish between these ways and adapt the right style and behaviours accordingly. This paper, through a critical literature review methodology, explores ‘how’ leadership underpins corporate reputation in a crisis situation reviewing also the key factors influencing leadership effectiveness in such stressful situations. The study concludes that the leadership role is important in supporting the corporate reputation in a crisis situation and suggests that practitioners must comprehend different dimensions of crisis that affect leadership styles, allowing for effective management of the situation. Additionally, the study emphasizes that different preparations, precautions and adaptations must be considered before choosing a leadership style to effectively navigate the organisation through crisis. The study confirms that a good reputation helps corporations to gain the trust of consumers and reduce the losses caused by the crisis, as well as corporations in crisis should choose appropriate leadership style so that leaders to create a culture that could predict threats and risks.

Author(s):  
Evangelia Fragouli ◽  

Effective leadership in dealing with a crisis is of critical importance since crisis situations often put companies or organizations at high risks threatening their reputation, stability & survival. Considering that a crisis can present itself in a number of different ways, as well as there are multiple factors that affect individual leadership styles. a leader must be able to distinguish between these ways and adapt the right style and behaviours accordingly. This paper, through a critical literature review methodology, explores ‘how’ leadership underpins corporate reputation in a crisis situation reviewing also the key factors influencing leadership effectiveness in such stressful situations. The study concludes that the leadership role is important in supporting the corporate reputation in a crisis situation and suggests that practitioners must comprehend different dimensions of crisis that affect leadership styles, allowing for effective management of the situation. Additionally, the study emphasizes that different preparations, precautions, and adaptations must be considered before choosing a leadership style to effectively navigate the organisation through crisis. The study confirms that a good reputation helps corporations to gain the trust of consumers and reduce the losses caused by the crisis, as well as, corporations in crisis should choose appropriate leadership style so that leaders to create a culture that could predict threats and risks


2020 ◽  
Vol 2 (1) ◽  
pp. p62
Author(s):  
Evangelia Fragouli

Most of the existing business models cannot meet the requirement for high instability or consider potential crises underlying the business environment. As a result, many traditional business models have been changed partially or even completely in face of a crisis. Especially, the crisis of credibility may pose an impact on the business activities of the enterprise and even cause a devastating consequence. However, effective leadership can reduce this impact and help the enterprise gain consumer acceptance. This paper, through a critical literature review methodology, explores ‘how’ leadership underpins corporate reputation in a crisis situation reviewing also the key factors influencing leadership effectiveness in such stressful situations. The study concludes that the leadership role is important in supporting the corporate reputation in a crisis situation, a good reputation helps  corporations to gain the trust of consumers and reduce the losses caused by the crisis, enterprises in crisis should choose appropriate leadership style so that leaders to create a culture that could predict threats and risks, to incorporate crisis management practices into operations, and to integrate potential risk and vulnerability assessments into the process of strategic debate and planning to prevent reputational damage.


2015 ◽  
Vol 21 (1) ◽  
pp. 98-113 ◽  
Author(s):  
Christopher H. Thomas ◽  
Andrew S. Hebdon ◽  
Milorad M. Novicevic ◽  
Mario J. Hayek

Purpose – The purpose of this study is to examine an historical account of an effective leader who was able to draw from multiple styles of leadership, and choose a dominant style based upon contextual constraints and demands context, and subordinate behaviors associated with leadership styles not suited to the context. Design/methodology/approach – To identify his prominent style at each leadership episode, we critically analyzed Nehemiah’s leadership role transitions across 13 chapters of text using sociohistorical method and a quasi-repeated treatment design via qualitative comparative analysis. Findings – We found that Nehemiah adapted his behaviors such that his prominently displayed leadership style varied based on dynamic configurations of demands placed on him during his rebuilding efforts. As Nehemiah progressed through distinct stages of his mission, he differentially emphasized tactics associated with different styles of leadership in response to the contextual demands that were most salient during each stage. Practical implications – Organizational leaders are presented with evidence that developing a broad repertoire of leadership behaviors is essential to guiding followers within dynamic environments. Originality/value – This paper uses a novel historical source material to investigate contemporary leadership concepts grounded in established theoretical frameworks. Using this material, we demonstrate the applicability of various leadership styles within different contexts, and use Nehemiah as an illustration of an effective leader capable of fluidly enacting multiple leadership styles.


2020 ◽  
Vol 8 (8) ◽  
pp. 294-305
Author(s):  
Francis Kwadade-Cudjoe

Effective / efficient leadership has always been one of the most important ingredients every organization looks for. Preferably, a leadership of change that would enable the organization to carry out its operations effectively and engender good results to meet the organization’s goals. Every organization looks forward to employ the right leadership to goad the organization splendidly, and furthermore, attain competitive advantage. Competition amongst organizations to meet consumers’ needs is very keen, and it behooves on management to exhibit the best leadership style to achieve targets. Transformation and charismatic leadership styles have the upper hand in leadership of change to suit the current technological business environment. In view of this, directors of organizations are always putting in every effort and stretching every sinew to go above its limit to make sure the organization is sustained and satisfy shareholders’ interest. As one of their responsibilities, they need to appoint management with the requisite talents and skills to achieve expected results, and accomplish organizational goals.


Author(s):  
Elena Tsarouha ◽  
Felicitas Stuber ◽  
Tanja Seifried-Dübon ◽  
Natalia Radionova ◽  
Susanne Schnalzer ◽  
...  

Abstract Background Mental health and stress prevention aspects related to workplace in hospitals are gaining increasingly more attention in research. The workplace hospital is characterized by high work intensity, high emotional demands, and high levels of stress. These conditions can be a risk for the development of mental disorders. Leadership styles can hinder or foster work-related stress and influence the well-being of employees. Through leadership interventions, leaders may be encouraged to develop a stress-preventive leadership style that addresses both, the well-being of the leaders and of the subordinates. A comprehensive qualitative description of leaders’ experiences with interventions on the topic of stress-preventive leadership is yet missing in the literature. Therefore, we address leaders of middle management regarding the development of stress-preventive leadership styles through supporting interventions. The research questions are: How do leaders of middle management perceive their leadership role in terms of effectiveness in stress prevention? Which potentials and limits in the implementation of stress-preventive leadership are experienced? Methods The study follows a qualitative research design and content analysis. We conducted individual interviews with leaders of middle management (n = 30) of a tertiary hospital in Germany for the participatory development of an intervention. This intervention, consisting of five consecutive modules, addressed leaders of middle management in all work areas within one hospital. After participation in the intervention, the leaders were asked to reflect on and evaluate the implementation of the contents learned within focus group discussions. Overall 10 focus group discussions with leaders (n = 60) were conducted. Results The results demonstrate that leaders of middle management perceived potentials for a stress-preventive leadership style (e.g., reflection on leadership role and leadership behavior, awareness/mindfulness, and conveying appreciation). However, limits were also mentioned. These can be differentiated into self-referential, subordinate-related, and above all organizational barriers for the implementation of stress-preventive leadership. Conclusions Some of the organizational barriers can be addressed by mid-level leadership interventions (e.g., lack of peer-exchange) or possibly by adapted leadership interventions for top management (e.g., lack of stress-preventive leadership styles in top level management). Other organizational limits are working conditions (e.g., staff shortage) that can only be influenced by health policy decisions.


Author(s):  
Ferit Hysa

During the school management, it is very important to have an effective school but more important is to use the right styles according to health safety and high outcomes. The leadership is a wide concept in general way and a specific one according to the education and school too. The tradition of school leadership is new in Albania. The education leadership in the new Albanian context request establishing of school leadership. The knowledge and application of contemporary education leadership it is obligatory for improvement and raising effectively to Albanian school. This study is focus in the influence of educational leadership styles in the job teachers stress and satisfaction. The research question is: what is the best and right education leadership style need to be applied in Albanian school. The research method is a quantities and qualitative way through the questionnaires, semi and structures interviews. The conclusion is that no all the educational leadership styles that are effective ones, are the right educational leadership styles. This conclusion brings the need to be selected the educational organizational theories for an effective school through the right educational leadership styles.


2021 ◽  
Vol 9 (2) ◽  
pp. 75-102
Author(s):  
Kinza Khan ◽  
◽  
Nadeem Zaman ◽  
Bilal Sarwar ◽  
Hadi Khan ◽  
...  

This study aimed at exploring how the perception about leadership styles affected the functionality of the Higher Education Institutions. We used a self-administered questionnaire to a sample of 328 administration and faculty members of several public sector universities. The data collected were analyzed through structural equation modeling in AMOS 26. We found significant results between autocratic and democratic leadership styles as determinants of organizational functionality; such that the perceived autocratic leadership style negatively affected organizational functionality and the perceived democratic leadership style positively affected organizational functionality. The effect of laissez-faire was however statically insignificant. We thus conclude that the perception of a democratic leadership style improves organizational functionality; whereas, the perception of autocratic leadership negatively affects organizational functionality. Practically, the study shows as the employees are given the right to participate in the matters of a higher education institution, the organization becomes more functional.


Author(s):  
Moaaz Labib Sulaiman Sabah

The purpose of this study was to investigate the impact of leadership styles:  Exploitive Authoritative, Benevolent Authoritative, Consultative and Participative, according to Likert Leadership styles on job performance: work requirements knowledge, the quality of work, the amount of work done and perseverance and trust, in the directorates of The Ministry of Youth in Jordan.  A questionnaire is designed to collect the required data, SPSS is used to analyze it, to achieve the objectives of the study, which focuses on identifying the methods and leadership styles used by the Ministry of Youth directors and their impact on the functionality of the staff of its directorates. 100 questionnaires had been distributed on the employees of the Ministry center, 89 of them were valid for analyzing.  The study shows that the Benevolent Authoritative leadership style comes first, then the Exploitive Authoritative, followed by the Consultative leadership style, and then the Participative leadership style ranks last. The study also shows that the prevalent management style in the Ministry of Youth in Jordan is a Benevolent Authoritative leadership style. Depending on the answers of the sample, the study shows a high level of functionality of the staff in the Ministry of Youth in Jordan. The study also shows statistically significant relationship at the level of significance (α ≤0.05) between the independent variable, that is each of the leadership patterns on the dependent variable which is the performance in the Ministry of Youth in Jordan.  The study recommends several recommendations, including: giving employees the authority to take some of the non-critical daily decisions, improving the communication channels between the manager and his employees, through regular meetings for example. Focusing on the motivating factors and trying to take advantage of the private sector expertise and success in the field of management. Finally, the confirmation to place the right person in the right place for supervisory positions as heads of departments because of its potential impact on job performance and recommended by the study, another recommendation is to repeat the same study but from the manager’s point of view, while this study is from the employees point of view.


2021 ◽  
Vol 9 (3) ◽  
pp. 83
Author(s):  
Hazlina Hassan ◽  
Amrizah Kamaluddin ◽  
Shukriah Saad ◽  
Nurhayati Samad

Small and medium enterprises (SMEs) face various challenges in sustaining their operations in the global business competition. In line with the resource-based view (RBV), SMEs need to utilize their available assets, including the right leadership style and innovative initiatives, to create a competitive pursuit of sustainability performance. An effective leadership style should be adaptable and flexible, manifesting in different scenarios of varying leadership behaviors. Meanwhile, innovation capital is a valuable asset that may help businesses create value in today's economy and encourage employees to be more creative. However, there has been little empirical research on the impact of leadership styles and innovative capital on sustainability performance from the emerging economies perspective. Hence, this study aimed to test the relationship between innovation capital, leadership styles, and sustainability performance of SMEs. Data were collected from 111 SMEs in Malaysia and analyzed using IBM SPSS. The results revealed that leadership styles and innovation capital have significant positive relationships with sustainability performance. This study contributes to the literature on the sustainability performance of SMEs and helps leaders strategize the appropriate leadership approaches and innovation capital to achieve sustainable performance.


InterConf ◽  
2021 ◽  
pp. 387-391
Author(s):  
Nataliia Petryk ◽  
Mykhailo Petryk

Medical doctors may not have the necessary evidence-based knowledge of specific leadership styles to excel in a leadership role. This article explores the various leadership styles adopted by a clinical professional transitioning into a leadership role. The goal-path theory, developed by Robert House in 1971, was used as the theoretical lens for this study. Twenty peer-reviewed scientific articles, written in English and published between 2015 and 2020, were analyzed and synthesized to produce results. The results showed that employee retention was positively associated with transformational and authentic leadership styles; organizational commitment was positively related to transformational, transactional, and genuine leadership styles; and job satisfaction was positively related to transformational and authentic leadership styles. In particular, the transformational leadership style showed higher employee retention and job satisfaction rates than the transactional and non-interventional leadership styles. The original and transformative leadership styles increased job satisfaction and commitment, but the correlation between an authentic leadership style and these benefits was less clear. Clinical professionals must apply a transformational leadership style to become influential leaders.


Sign in / Sign up

Export Citation Format

Share Document