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Falling Apart and Coming Together: How Public Perceptions of Leadership Change in Response to Natural Disasters vs. Health Crises

Author

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  • Melissa A. Wheeler

    (Department of Management and Marketing, Swinburne University of Technology, Hawthorn, VIC 3122, Australia)

  • Timothy Bednall

    (Department of Management and Marketing, Swinburne University of Technology, Hawthorn, VIC 3122, Australia)

  • Vlad Demsar

    (Department of Management and Marketing, Swinburne University of Technology, Hawthorn, VIC 3122, Australia)

  • Samuel G. Wilson

    (Department of Management and Marketing, Swinburne University of Technology, Hawthorn, VIC 3122, Australia)

Abstract

Responding to disruptions and crises are challenges public leaders face as they strive to lead responsibly for the good of the community. The last two years have been especially challenging for public leaders and institutions. In Australia, the federal government battled natural disasters (bushfires) and COVID-19 within the span of only a few months, beginning in late 2019. These events provided the opportunity for a natural experiment to explore public perceptions of leadership in times of crises, with both a natural disaster and health crisis in quick succession. In this study, we develop, validate, and test a scale of perceptions of leadership for the greater good, the Australian Leadership Index, throughout different crisis contexts. We hypothesize and find support for the drivers of perceptions of public leadership and shifts in these perceptions as a function of the bushfire disaster response, a negative shift, and the initial COVID-19 response, a positive shift. Comparisons of the crisis periods against a period of relative stability are made. We discuss the implications of differential media coverage, how the crises were managed, and the resulting public perceptions of leadership for the greater good.

Suggested Citation

  • Melissa A. Wheeler & Timothy Bednall & Vlad Demsar & Samuel G. Wilson, 2022. "Falling Apart and Coming Together: How Public Perceptions of Leadership Change in Response to Natural Disasters vs. Health Crises," Sustainability, MDPI, vol. 14(2), pages 1-19, January.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:2:p:837-:d:723019
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    References listed on IDEAS

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    1. Thomas Maak & Nicola M. Pless, 2006. "Responsible Leadership in a Stakeholder Society – A Relational Perspective," Journal of Business Ethics, Springer, vol. 66(1), pages 99-115, June.
    2. Arjen Boin & Sanneke Kuipers & Werner Overdijk, 2013. "Leadership in Times of Crisis: A Framework for Assessment," International Review of Public Administration, Taylor & Francis Journals, vol. 18(1), pages 79-91, April.
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    Cited by:

    1. Mehmet Yildiz & Nicola Pless & Semih Ceyhan & Rob Hallak, 2023. "Responsible Leadership and Innovation during COVID-19: Evidence from the Australian Tourism and Hospitality Sector," Sustainability, MDPI, vol. 15(6), pages 1-21, March.

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