Chapter 8 Managing Meanings in Times of Crisis and Recovery: CEO Prevention-Oriented Leadership

Abstract

While there is growing recognition of the role of leaders as managers of meanings, leadership theories have so far focused primarily on the articulation of a positive vision, the framing of organizational issues as opportunities, and emphasizing potential gains and benefits for the organization and its members. However, these positive frames may not be equally valid under all circumstances and with respect to all issues. This chapter concentrates on exploring leadership as management of meanings in times of crisis and recovery, when leaders attempt to stop deterioration, turn the organization around, and lead it to recovery. We label this leadership approach prevention-oriented leadership. On the basis of an analysis of a series of weekly e-mail letters sent by the CEO of a large company to all organizational members over a period of 22 months we suggest that prevention-oriented leaders may use three related ways to manage meanings, namely (1) generating a clear picture of the negative challenge, (2) strengthening the organizational members’ self-efficacy and confidence in the organization's resources available for coping with the crisis, and (3) creating a sense of progress.

Citation

Bruch, H., Shamir, B. and Eilam-Shamir, G. (2007), "Chapter 8 Managing Meanings in Times of Crisis and Recovery: CEO Prevention-Oriented Leadership", Hooijberg, R., (Jerry) Hunt, J.G., Antonakis, J., Boal, K.B. and Lane, N. (Ed.) Being There Even When You Are Not (Monographs in Leadership and Management, Vol. 4), Emerald Group Publishing Limited, Leeds, pp. 127-153. https://doi.org/10.1016/S1479-3571(07)04007-2