Leadership Skills in Disruptive and Uncertain Environments

Leadership Skills in Disruptive and Uncertain Environments

DOI: 10.4018/979-8-3693-1658-0.ch004
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Leadership is as old as humanity itself, universal and inevitable. An individual throughout his or her whole development strives to be a person who inspires others to follow him or her. Leadership is directly related to an individual's need for power, as one of the needs that must be satisfied in order for the individual to move on to the satisfaction of his/her other needs, in order to feel complete, approved, and followed by other people. In the theory of the matter, and perhaps soon in practice, there will no longer be told about ruler and subordinates, but of leader and followers, and there lies the key to understanding a leadership like a purely human ability to inspire people. The chapter examines leadership crisis management and crisis leadership in disruptive and uncertain environments.
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1. Crisis Management And Crisis Leadership In Disruptive And Uncertain Environments

Although there is much research conducted on crisis management, only a limited portion of it focuses on crisis leadership. According to Ioannis Ragis, the leadership is the art, the application of personal qualities, knowledge, skills and behaviour to influence and inspire others to follow and succeed, and management is the science, the application of necessary functions to achieve goals (Ragies, 2018). We fully support the idea that the leadership and management are not mutually exclusive. Both are necessary: while management is about planning, organizing and coordinating, leadership is about changing, directing and inspiring (Ragies, 2018). It could be added that leadership and management are not mutually exclusive, although when viewed as activities there are obvious differences between them, but they are interconnected, complementary and mutually supportive, and different situations create opportunities for the manifestation of different elements of them.

Key Terms in this Chapter

Crisis Management: An ability of an organization to act quickly, efficiently and effectively in possible operations aimed at reducing threats to human health and security, reducing damage to public or corporate property, and reducing negative influences on the continuation of normal business or other operations.

Leadership: A form of spirit, behaviour, cultural expression. It is a consequence of the development of the personality and the acquisition of knowledge, experience and skills about how to manage yourselves and how to manage other people by providing them with a personal example. Leadership is a phenomenon of informal personal relations, i.e. there are no formalized procedures for the promotion of the leader, no administrative measures are envisaged for his/her confirmation.

Stereotype: An imposed general belief about a certain category of people and behaviours.

Cognitive Bias: A systematic pattern of deviation from the norm or rationality in judgment in which individuals create their own subjective reality that dictates their behaviour.

Crisis Leadership: An individual’s ability to recognize uncertain situations that hold latent risks and opportunities for systemic preparedness, recognize the direction required, make critical decisions, influence followers, and successfully eliminate or reduce negative impact.

Conflictological Competence: The ability to develop and use cognitive, emotional and behavioural skills that lead to constructive conflict outcomes while reducing the likelihood of escalation and tension of the situation.

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