Leadership post crisis : post-crisis mitigation strategies used by leaders when the contributing factors are out of their control

Abstract

This study aimed to investigate the experiences of leaders post-crisis and gain an understanding of their leadership behaviours and the processes they found to be most effective when crafting their post-crisis strategy. Design methodology approach A qualitative research paradigm; An Interpretivist research philosophy; Inductive approach; mono-qualitative methodological approach; Phenomenological research; cross-sectional “snapshot”; Non-probability, purposive, heterogenous sampling method” Findings Due to the increase of Exogenous Unforeseen crises in the last two decades, leaders had found current strategies to be inept in responding to post-crisis organisations. They have found it important to build stakeholder relations and emulate idealised behaviours whilst reviewing current strategies in response to post-crisis business environment they find themselves in, whilst at the same time developing strategies to mitigate against potential future crises consequences in order to sustain their organisations and protect their shareholder interests. Research Limitations As qualitative, exploratory research methodology was proposed for this study to understand the phenomenon, related to the leader’s behaviour post-crisis when it was due to factor out of their control, the findings have more limited generalisability, and thus quantitative studies are needed to further understand correlations and causality between the constructs by broadening the number of respondents, to include employees from the various organisations for multi-level triangulation was recommended.