- List of Contributors
- Puzzles of Political Leadership
- Western Political Thought
- Theory of Democratic Leadership
- Political Science
- Public Administration
- Political Psychology
- Psychoanalytic Theories
- Social Psychology
- Rational Choice Approaches to Leadership
- Institutional Analysis
- Contextual Analysis
- Decision Analysis
- Social-Constructionist Analysis
- Rhetorical and Performative Analysis
- Experimental Analysis
- Observational Analysis
- At-A-Distance Analysis
- Biographical Analysis
- Personality Profiling Analysis
- Civic Leadership
- Party and Electoral Leadership
- Populism and Political Leadership
- Performative Political Leadership
- Political Leadership in Networks
- Political Leadership in Times of Crisis
- Leadership and the American Presidency
- Presidential Communication from Hustings to Twitter
- Executive Leadership in Semi-Presidential Systems
- The Variability of Prime Ministers
- The Contingencies of Prime-Ministerial Power in the UK
- Prime Ministers and their Advisers in Parliamentary Democracies
- Cabinet Ministers: Leaders, Team Players, Followers?
- Local Political Leaders
- Regional Political Leadership
- Leadership and International Cooperation
- Leadership of International Organizations
- Political Leadership in China
- Latin American Leadership
- Post-Communist Leadership
- African Political Leadership
- Can Political Leadership be Taught?
- Does Gender Matter?
- What Have We Learned?
- Name Index
- Subject Index
Abstract and Keywords
This chapter deals with the challenges and opportunities of leadership in times of crises, that is, conditions of serious, urgent, and uncertainty-ridden threats to key values and structures of a community or the polity as a whole. Crisis leadership differs from leadership in routine times. Its stakes are much higher, the public is much more attentive, its mood more volatile, and institutional constraints on elite decision making are considerably looser. The chapter reviews the five key challenges of crisis leadership, discusses key research findings pertaining to each, and provides a strategic agenda for future research.
Chris Ansell is Professor of Political Science at the University of Californa, Berkeley. His fields of interest include organization theory, political sociology, public administration, and Western Europe. His current research focuses on risk regulation, collaborative governance, social network analysis, and crisis management.
Arjen Boin is a professor of public governance and crisis management at the Utrecht School of Governance and an adjunct professor at the Public Administration Institute, Louisiana State University.
Paul 't Hart is Professor of Public Administration at the Utrecht School of Governance, which he joined in 2001. He is also associate Dean at the Netherlands School of Government in The Hague. He was previously at Leiden University's Department of Public Administration from 1987-2004, and has held visiting positions at the University of Canberra, Nuffield College Oxford, and the Stockholm Centre of Organizational Research (SCORE) of Stockholm University. Between 2001-2005, he was adjunct professor of public management at the Swedish Defence College in Stockholm. He has authored or edited 20 books in English and a further 14 in Dutch.
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