Developing local crisis leadership – A research and training agenda

Frontiers in Psychology

Psychology

Natalia Andreassen¹  Bjørn Helge Johnsen²  Roar Espevik³  Jarle Eid⁴  Guttorm Brattebø⁵  Anita Lill Hansen⁶ 

[1] Business School, Nord University Business School, Bodø, Norway;Center for Crisis Psychology, University of Bergen, Bergen, Norway;Center for Crisis Psychology, University of Bergen, Bergen, Norway;Department of Leadership and Command & Control, Swedish Defence University, Stockholm, Sweden;Center for Crisis Psychology, University of Bergen, Bergen, Norway;Department of Psychosocial Science, University of Bergen, Bergen, Norway;Department of Anaesthesia and Intensive Care, Haukeland University Hospital, Bergen, Norway;Department of Clinical Medicine, University of Bergen, Bergen, Norway;Department of Psychosocial Science, University of Bergen, Bergen, Norway;Centre for Research and Education in Forensic Psychiatry, Haukeland University Hospital, Bergen, Norway;

关键词: crisis leadership;    complex problem solving;    simulation;    team training;    technology;    performance;    resilience;    emergency;   

DOI  :  10.3389/fpsyg.2023.1041387

 received in 2022-09-10, accepted in 2023-01-17,  发布年份 2023

来源: Frontiers

【 摘 要 】

The crisis triggered by Covid-19 has exposed the interdependencies of modern society and sparked interest in local response to protracted and complex crisis situations. There has been a growing awareness and interest in the key roles of political and professional stakeholders, their emotional regulation and how they influence team performance and outcomes in dealing with uncertainty and complex crisis situations. While cognitive and behavioral aspects of crisis leadership are well researched, less is understood about how one can mitigate negative emotions, instill trust, or restore public faith and support of security forces and emergency response teams during crises. In addressing this gap, we propose a simplified conceptual roadmap for research and training of local crisis leadership. In this, we emphasize complex problem solving, team interaction, team context and technology and team training design. These four factors represent significant barriers if neglected. On the other side, they may be considerable force multipliers when better understood and managed. We suggest how seven research and training questions could be linked to the four conceptual factors and guide an evidence-based approach to develop local crisis leadership.

【 授权许可】

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Copyright © 2023 Eid, Hansen, Andreassen, Espevik, Brattebø and Johnsen.