Handbook of Research on Crisis Leadership in Organizations by Andrew J. DuBrin (

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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.

FORMATHardcover LANGUAGEEnglish CONDITIONBrand New Publisher Description

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. The handbook is divided into four parts: Attributes and behaviors of the crisis leader; leadership of subordinates during a crisis; managing the present crisis and prevent future crises; and an integration of approaches to understanding crisis leadership. Enough knowledge has been accumulated about crisis leadership in organizations to serve as guidelines for practice, as well as a research base to build on for the future. Leaders must help others get through crises as well as prevent them. Researchers in the field of crisis leadership and crisis management will find this important resource invaluable. Academics and students of organizational behavior, industrial and organizational psychology, and management will also find much of interest and might also suggest the book as a valuable addition to their library as an important resource in the field of crisis leadership. Human resource professionals in larger organizations as well as management consultants who endeavor to acquire advanced knowledge about this field will find the practical aspects of keen interest as well.Contributors: J.B, Adams, R.D. Arvey, G. Bonvillian, S. Chaidaroon, B. Crane, E. Deverell, A. Drory, A.J. DuBrin, S.B. Dust, E.H. Fram, K. Hyo-Jung, E.H. James, T. Jaques, R.S. Littlefield, K.E. Medeiros, G. Meisler, S.L. Muffet-Willett, M.D. Mumford, A. Pang, K. Parsons, P.J. Partlow, R.F. Piccolo, R. Pillai, R. Rajah, E. Vigoda-Gadot, L.P. Wooten

Author Biography

Edited by Andrew J. DuBrin, Professor Emeritus of Management, Saunders College of Business, Rochester Institute of Technology, US

Table of Contents

Contents:ForewordLaurence BartonPrefacePART I: ATTRIBUTES AND BEHAVIORS OF THE CRISIS LEADER1. Personal Attributes and Behaviors of Effective Crisis LeadersAndrew J. DuBrin2. Approaches to Minimize Choking Under PressureJ.B. Adams, Scott, B. Dust and Ronald F. PiccoloPART II: LEADERSHIP OF SUBORDINATES DURING A CRISIS3. Transformational Leadership for Crisis ManagementRajnandini Pillai4. Charismatic Leadership in Crises: Its Origins and Effects on PerformanceMichael D. Mumford, Paul J. Partlow and Kelsey E. Medeiros5. Turnaround Managers as Crisis LeadersGary Bonvillian6. Leadership Beyond Rationality: Emotional Leadership in Times of Organizational CrisisGalit Meisler, Eran Vigoda-Gadot and Amos Drury7. Dealing with Emotions of Stakeholders During Crises: Why Should Leaders Care?Augustine Pang, Kim Hyo-Jung and Suwichit Chaidaroon8. Helping Group Members Develop ResilienceRashimah Rajah and Richard D. ArveyPART III: MANAGING THE PRESENT CRISIS AND PREVENTING FUTURE CRISES9. Managing the Crisis Lifecycle in the Information AgeErika H. James, Bret Crane and Lynn Perry Wooten10. Leadership Strategies and Tactics for Crisis ManagementLynn Perry Wooten, Erika H. James and Kelle Parsons11. Dealing with External Stakeholders during the Crisis: Managing the Information VacuumAugustine Pang12. Communicating Risk and Crisis Communication to Multiple PublicsRobert S. Littlefield13. Disaster Planning and Training for Crisis Leaders and ManagersStacy L. Muffet-Willett14. The Leadership Role in Crisis PreventionTony Jaques15. Organizational Learning from CrisisEdward Deverell16. Preventing and Managing Leadership Crises in Nonprofit OrganizationsEugene H. FramPART IV: AN INTEGRATION OF APPROACHES TO UNDERSTANDING CRISIS LEADERSHIP17. Conclusions about Crisis Leadership in OrganizationsAndrew J. DuBrinIndex

Review

'Modern organizational life seems dominated by crisis - BP and the Gulf Oil spill, TEPCO and the Japanese tsunami, the global financial meltdown. Therefore it is particularly timely to find a collection of articles in this handbook that provides research guidance and practical insights on how leaders manage or mismanage in crisis situations. The focus on the crisis leader highlights what they do, and how they do it, while at the same time raising important questions to guide subsequent analysis.' -- Sydney Finkelstein, Tuck School of Business, Dartmouth College, US and author of Why Smart Executives Fail

Review Quote

Modern organizational life seems dominated by crisis - BP and the Gulf Oil spill, TEPCO and the Japanese tsunami, the global financial meltdown. Therefore it is particularly timely to find a collection of articles in this handbook that provides research guidance and practical insights on how leaders manage or mismanage in crisis situations. The focus on the crisis leader highlights what they do, and how they do it, while at the same time raising important questions to guide subsequent analysis. --Sydney Finkelstein, Tuck School of Business, Dartmouth, US and author of Why Smart Executives Fail

Details ISBN1781006393 Pages 384 Publisher Edward Elgar Publishing Ltd ISBN-10 1781006393 ISBN-13 9781781006399 Publication Date 2013-08-30 Year 2013 Media Book Language English Imprint Edward Elgar Publishing Ltd Place of Publication Cheltenham Country of Publication United Kingdom AU Release Date 2013-08-30 NZ Release Date 2013-08-30 UK Release Date 2013-08-30 Format Hardcover Author Andrew J. DuBrin Series Research Handbooks in Business and Management series Edited by Andrew J. DuBrin DEWEY 658.401 Audience Postgraduate, Research & Scholarly We've got this

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