Leadership during crisis: a multi-sector exploration of perceptions of leadership in Australia

Abstract

Purpose

This paper aims to extend our understanding of the concept of crisis leadership based on perceptions of 48 Australian leaders drawn from various sectors including Australian politics, higher education, not-for-profit and corporate sectors.

Design/methodology/approach

This qualitative study employed semi-structured virtual interviews of 48 leaders from Australian politics, higher education, not-for-profit and corporate sectors during the COVID-19 pandemic. The Leximancer text analytics program was used for data analysis.

Findings

Participants perceived effective leadership during a crisis as encompassing four macro themes: leadership as power, leadership as emanating from people, leadership as management and leadership as specific to the organization. While these findings reinforced extant literature on facets of effective leadership, leaders from different sectors differed on the relative importance of some leadership themes and their relevance to specific sectors.

Research limitations/implications

While the data were collected from a convenient sample, our findings from multiple sectors in Australia extend our knowledge on crisis leadership by revealing differences in sectorial perspectives of crisis leadership. Further, these findings help refine the extant traditional explanations of leadership and especially offer an enhanced understanding of leadership during a crisis. Consequently, our findings support future research that could help identify specific attributes of leaders navigating organizational crises. Such future research could subsequently help develop a theory on crisis leadership based on a valid and reliable measurement for assessing crisis leadership effectiveness in diverse organizational settings.

Originality/value

Our study is based on multi-sector data and consequently lays a solid foundation for extending the conceptualization of leadership during crisis, and the need to reconceptualize effective leader attributes useful in crisis contexts. Theoretically, the current study extended recent research on crisis leadership, by examining the conceptualizations of crisis leadership within specific Australian sectors.

Citation

Samad, A. and Muchiri, M.K. (2024), "Leadership during crisis: a multi-sector exploration of perceptions of leadership in Australia", The Bottom Line, Vol. 37 No. 3, pp. 351-377. https://doi.org/10.1108/BL-05-2023-0134