The Vulnerable Leadership Style for a Prolonged Crisis Like Covid-19?

Crisis Management (Contingency Planning)
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Graham Williams
Management Consultant, South Africa
🔥NEW In complex, uncertain, circumstances like in the current situation, the vulnerable leader (fully truthful, admits and apologizes for mistakes, asks for help, works on personal defects, is participatory (Theory Y)) trumps the fearless leader (outwardly confident, fearless, tough, certain, macho). That is the view of Amy Edmondson (also known for her work on psychologically safe workplaces) and Tomas Chamorro-Premuzik. According to the authors, "In a complex and uncertain world that demands constant learning and agility, the most apt and adaptable leaders are those who are aware of their limitations, have the necessary humility to grow their own and others' potential, and are courageous and curious enough to create sincere and open connections with others. They build inclusive climates with psychological safety that foster constructive criticism and dissent. Above all, they embrace truth: They are more interested in understanding reality than in being right and are not afraid to accept (...) Read more? Sign up for free

  Anonymous
 

Leadership Style for a Long Complex Crisis

Leaders are normally elected by their followers. I (...)

  Anonymous
 

Leadership for Every Crisis

Leadership for every crisis should be a value syst (...)

  TARIQ MAHMOOD
Pakistan
 

Leadership an Organized Approach

I have gone through more than hundred theories on (...)

  Maurice Hogarth
Consultant, United Kingdom
 

I Prefer Participative Leadership over Vulnerable Leadership

Graham I cannot accept Amy Edmondson referents for (...)

  Graham Williams
Management Consultant, South Africa
 

The Meaning of Vulnerable Leadership

@Maurice Hogarth: Thank you Maurice. I respect Amy (...)

  richard lopez
Manager, United States
 

Emotional Intelligence in a Pandemic

During a time of crisis, it is critical for a lead (...)

  Graham Williams
Management Consultant, South Africa
 

Emotional Intelligence in a Pandemic

@Richard lopez: Absolutely Richard. I would go fu (...)

  Maurice Hogarth
Consultant, United Kingdom
 

Participative is not Just for Crises

@Graham Williams: I too respect the contribution a (...)

  Graham Williams
Management Consultant, South Africa
 

Participative is not Just for Crises

@Maurice Hogarth: Thank you Maurice. After reflect (...)

  Michael Norris
Director, United States
 

Public Leadership in Complexity

The COVID-19 pandemic, fits into the definition of (...)

 

More on Crisis Management (Contingency Planning)
Summary
Forum
How to Deal with Crises Situations in an Organisation
Execution in Crisis Management
GIS Emergency Management
Definition of Economic Crisis
Combine Contingency Planning with SWOT Analysis
International Association of Emergency Managers
Steps in Case of a Product Quality Crisis
The Vulnerable Leadership Style for a Prolonged Crisis Like Covid-19?
(Strategic / Organizational) Conflict Management Life Cycle
Preparing Execution of Contingency Plan
Understanding Scenarios and Consequences in Contingency Planning
How to Develop an Exercise Program for the Emergency Plan?
How the Covid-19 Crisis is Causing a Demand-driven Recession
Crisis Management Software
Best Practices
Types of Crises: Sudden / Smoldering
Win the race to disclosure
Crisis Leadership
Strategy versus Risk and Crisis Management
What Managerial Competencies are Required to Tackle an Organizational Crisis?
Common Errors Leaders Make during Crises
Statistics on Business Continuity
Why Contingency Planning? Importance and Benefits
How to deal with the Media in a Crisis?
Crisisology as a Discipline
Why did Nobody Prepare for the Current Crisis?
Coronavirus disease (COVID-19): What Can You Do?
Measures by Companies Against the Covid-19 / Corona Virus
How Often Should Contingency Planning Be Performed? Frequency
Special Interest Group
Michael Norris
Director
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