Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/320346 
Erscheinungsjahr: 
2025
Quellenangabe: 
[Journal:] International Journal of Disaster Risk Reduction [ISSN:] 2212-4209 [Volume:] 127 [Article No.:] 10567 [Publisher:] Elsevier BV [Place:] Amsterdam, The Netherlands [Year:] 2025 [Pages:] 1-14
Verlag: 
Elsevier BV, Amsterdam, The Netherlands
Zusammenfassung: 
While crisis leadership has received significant attention, existing scholarship lacks an analysis that can account for the collective, embodied and emergent nature of leadership in times of crisis. In this study, we employ a narrative review methodology as the primary analytic tool to synthesise insights on how leadership-as-practice (L-A-P) theory can be applied to crisis leadership, highlighting critical aspects of crisis leadership that are often overlooked by conventional perspectives. Accordingly, we outline three complementary avenues through which L-A-P can enrich crisis leadership research: by (1) enhancing understanding of the dynamic interplay between routines and improvisation, (2) exploring the intersections of leadership and learning during crisis; and (3) capturing collective forms of leadership that emerge under crisis conditions. As a theoretical foray, this study opens avenues for empirical research and offers insights for practitioners in organisations facing complex crises.
Schlagwörter: 
Crisis leadership
Practice theory
Leadership-as-Practice
Collective leadership
Crisis management
Routines
Improvisation
Narrative review
JEL: 
M2
M10
M21
O4
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Dokumentart: 
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Dokumentversion: 
Published Version
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