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Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale

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  • Hadley, Connie N.
  • Pittinsky, Todd L.
  • Sommer, S. Amy
  • Zhu, Weichun
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    Abstract

    Based on literature and expert interviews, we developed the Crisis Leader Efficacy in Assessing and Deciding scale (C-LEAD) to capture the efficacy of leaders to assess information and make decisions in a public health and safety crisis. In Studies 1 and 2, we find that C-LEAD predicts decision-making difficulty and confidence in a crisis better than a measure of general leadership efficacy. In Study 3, C-LEAD predicts greater motivation to lead in a crisis, more crisis leader role-taking, and more accurate performance while in a crisis leader role. These findings support the scale’s construct validity and broaden our theoretical understanding of the nature of crisis leader efficacy.

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    Bibliographic Info

    Paper provided by Harvard Kennedy School of Government in its series Scholarly Articles with number 4448991.

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    Date of creation: 2009
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    Publication status: Published in HKS Faculty Research Working Paper Series
    Handle: RePEc:hrv:hksfac:4448991

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    1. Button, Scott B. & Mathieu, John E. & Zajac, Dennis M., 1996. "Goal Orientation in Organizational Research: A Conceptual and Empirical Foundation," Organizational Behavior and Human Decision Processes, Elsevier, Elsevier, vol. 67(1), pages 26-48, July.
    2. Abualsamh, Rashad A. & Carlin, Barbara & McDaniel, Reuben R., 1990. "Problem structuring heuristics in strategic decision making," Organizational Behavior and Human Decision Processes, Elsevier, Elsevier, vol. 45(2), pages 159-174, April.
    3. Robin M. Hogarth & Spyros Makridakis, 1981. "Forecasting and Planning: An Evaluation," Management Science, INFORMS, INFORMS, vol. 27(2), pages 115-138, February.
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