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Crisis leadership


Riggio, RE and Newstead, T, Crisis leadership, Annual Review of Organizational Psychology and Organizational Behavior, 10 pp. 15.1-15.24. ISSN 2327-0616 (In Press) [Refereed Article]

Copyright Statement

Copyright 2023 by the author(s). All rights reserved

DOI: doi:10.1146/annurev-orgpsych-120920-044838


There is no situation where leadership is more important than during a crisis, and yet crisis leadership is a relatively underdeveloped field. This article explores what we know and what remains unknown about crisis leadership. We begin with an overview of what crises are, including different types and key dynamics of crises. We then review four leadership theories that offer insights into crisis leadership before elucidating five key competencies for crisis leadership. Three distinct avenues for future research are proposed, including exploring the distinctions and intersections of crisis leadership and crisis management, the cross-national and intercultural implications for leading through crises, and the role of ethics in leading well through crisis. Crises are increasingly frequent and complex, warranting a concerted effort to research, teach, and develop good crisis leadership.

Item Details

Item Type:Refereed Article
Keywords:Leadership, Crisis leadership, review
Research Division:Commerce, Management, Tourism and Services
Research Group:Strategy, management and organisational behaviour
Research Field:Leadership
Objective Division:Economic Framework
Objective Group:Management and productivity
Objective Field:Management
UTAS Author:Newstead, T (Dr Toby Newstead)
ID Code:154287
Year Published:In Press
Deposited By:Management
Deposited On:2022-11-21
Last Modified:2022-12-23

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