Crisis leadership—which takes account of leading before, during, and after crisis—is an imperative for leaders at all levels. Often relegated as an afterthought in crisis scholarship and practice, the ability to navigate the post-crisis period can distinguish highly effective leaders and organizations. This book introduces a research-informed framework for this critical, and often neglected, phase of crisis leadership.
Crisis leadership—which takes account of leading before, during, and after crisis—is an imperative for leaders at all levels. Often relegated as an afterthought in crisis scholarship and practice, the ability to navigate the post-crisis period can distinguish highly effective leaders and organizations. This book introduces a research-informed framework for this critical, and often neglected, phase of crisis leadership.
Ralph A. Gigliotti is the Assistant Vice President for Organizational Leadership in the Office of the Executive Vice President for Academic Affairs at Rutgers University. He also holds part-time faculty appointments in the Department of Communication (School of Communication and Information), Ph.D. Program in Higher Education (Graduate School of Education), Department of Family Medicine and Community Health (Robert Wood Johnson Medical School), and Rutgers Business School. He is the author of Crisis Leadership in Higher Education: Theory and Practice (2019).
Inhaltsangabe
Preface Introduction. Contemporary Crisis Conditions and Theoretical Underpinnings for Post-Crisis Leadership Chapter 1. Encourage Learning Chapter 2. Cultivate Resilience Chapter 3. Stimulate Meaning Making Chapter 4. Pursue Reinvention Chapter 5. Advance Renewal Conclusion. Acknowledgments References Index Preface ix Introduction: Contemporary Crisis Conditions and Theoretical Underpinnings for Post-Crisis Leadership 1 1. Encourage Learning 17 2. Cultivate Resilience 37 3. Stimulate Meaning-Making 61 4. Pursue Reinvention 83 5. Advance Renewal 105 Conclusion 127 Acknowledgments 131 References 133 Index 161
