Coulson-Thomas, Colin (2021) Inspirational and/or contextual COVID-19 crisis leadership. Effective Executive, 24 (2). pp. 14-37. ISSN 0972-5172

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Abstract

Inspirational leadership is one of many different forms of leadership. The COVID-19 pandemic provides an opportunity to assess its relevance in relation to other approaches in the context of decision making during this international public health crisis. The experience suggests the relevance of inspirational leadership may vary over the course of a pandemic and according to the nature of the society and culture concerned. The requirement may be for a competent contextual and situational form of leadership that is appropriate, relevant and supportive in the circumstances, rather than one which is consciously and/or noticeably inspirational. For many medical practitioners, health professionals and emergency workers who are inwardly motivated, whether or not leadership is authentic or inspirational may be less important than whether it is contextual and regarded as effective, timely, responsible and proportionate, messages from leaders are clear and unambiguous, and their decisions are thought to be balanced and fair and to reflect evidence and scientific advice.

Item Type:	Article
Additional Information:	Effective Executive, a quarterly peer reviewed journal of IUP (ISSN 0972-5172). This article draws upon points made by the author in a Keynote Address to a Global Webinar on Public Health and Crisis Management organised by the Sri Sharada Institute of Indian Management-Research (SRISIIM) and a subsequent and related paper for SRISIIM by the author on Public Health Decision Making.
Uncontrolled Keywords:	Leadership, inspirational leadership, contextual leadership, crisis leadership, Covid-19, Covid-19 crisis, international pandemic leadership, crisis decision making, crisis management, public health, political leadership, political decision making, decision making, pandemic impacts, pandemic responses, vested interests, economic considerations, externalities, social responses, health, livelihoods, messages, fake news, leadership team, leadership team dynamics, narrowing focus, embracing opportunity, allies and supporters, learning from experience, learning and sharing Covid-19 lessons, situational leadership.
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HD Industries. Land use. Labor > HD61 Risk Management
Faculty / School / Research Centre / Research Group:	Faculty of Business Faculty of Business > Centre for Work and Employment Research (CREW) Faculty of Business > Centre for Work and Employment Research (CREW) > Leadership & Organisational Behaviour Research Group (LOB) Faculty of Business > Department of Human Resources & Organisational Behaviour
Last Modified:	04 Jan 2022 12:37
URI:	http://gala.gre.ac.uk/id/eprint/33455

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