Application of Adaptive Crisis Management Theory: The Dynamics of Leadership in Times of Crisis
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This study examines the dynamics of leadership in times of crisis through the lens of the Adaptive Crisis Management Theory (ACMT). Through an integrative literature review and meta-analysis, the research explores the multifaceted aspects of adaptive leadership, cognitive biases, organizational learning, and emotional intelligence within the context of crisis management. The findings highlight the pivotal role of adaptive leadership behaviors in fostering organizational resilience and effective crisis response strategies, emphasizing the importance of promoting adaptability, collaborative problem-solving, and innovative approaches to crisis management. Moreover, the study underscores the pervasive influence of cognitive biases on leaders' decision-making processes during crises, emphasizing the need for cognitive awareness and debiasing strategies to mitigate their impact. Additionally, the research emphasizes the critical role of organizational learning and adaptation in enhancing crisis preparedness and response effectiveness, underscoring the significance of fostering a culture of continuous learning and knowledge sharing within organizations. Furthermore, the study highlights the instrumental role of emotional intelligence in crisis leadership, emphasizing its significance in facilitating effective communication, mitigating emotional stress, and fostering team cohesion during crises. The findings provide valuable insights for organizational leaders and practitioners seeking to foster adaptive leadership practices and enhance crisis management strategies in contemporary organizational and societal contexts.
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