Beneficent Leadership in Crisis Conditions
Document Type
Oral Presentation
Department
Leadership and Organizational Studies
Abstract
This phenomenological study explores the sense-making and decision-making practices of leaders attempting to “do good” in the face of crisis conditions. The research explores the concept of “beneficent leadership”, or leadership involving direct action to improve social and environmental well-being. The proposed study uses the social-ecological framework to explore how relationships and conditions surrounding leaders, through their own perceptions, have influenced their view of leadership and their interpretations of positive impact faced with the demand to triage across competing priorities and under time pressure. This research may have value for future researchers in the fields of philanthropy, disaster response and leadership studies evaluating how the concept of “doing good” and the ways that leaders link their leadership worldview with the demands of crisis conditions drive decision-making and behavior.
Beneficent Leadership in Crisis Conditions
This phenomenological study explores the sense-making and decision-making practices of leaders attempting to “do good” in the face of crisis conditions. The research explores the concept of “beneficent leadership”, or leadership involving direct action to improve social and environmental well-being. The proposed study uses the social-ecological framework to explore how relationships and conditions surrounding leaders, through their own perceptions, have influenced their view of leadership and their interpretations of positive impact faced with the demand to triage across competing priorities and under time pressure. This research may have value for future researchers in the fields of philanthropy, disaster response and leadership studies evaluating how the concept of “doing good” and the ways that leaders link their leadership worldview with the demands of crisis conditions drive decision-making and behavior.
