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Covid-19 Pandemi Sürecinde Kriz Liderliği: Sistematik Tarama

Year 2022, Issue: 47, 388 - 401, 25.04.2022
https://doi.org/10.52642/susbed.1022642

Abstract

Küresel bir sağlık krizi olarak nitelendirilen Covid-19 pandemisi, Büyük Buhran’dan bu yana ekonomiyi, örgütleri ve insanları derinden etkileyen ilk krizdir. Covid-19 kriziyle birlikte, krizin etkin bir şekilde yönetiminden sorumlu olan liderlerin aldıkları kararlar ve izledikleri stratejiler tartışılmaya başlanmış ve “kriz liderliği” olgusu ön plana çıkmıştır. Bu kapsamda krizi etkin bir şekilde yönetebilecek liderlere olan ihtiyaç artmıştır. Çalışmanın amacı, Covid-19 pandemi sürecinde kriz liderliği olgusunu hem yerel hem de yabancı yazında “yönetim ve organizasyon” bilim alanı kapsamında, sistematik tarama yaparak detaylıca incelemek ve bu doğrultuda ilgili konuya bütüncül bir perspektiften bakarak, ilerde bu konu üzerinde çalışmak isteyen araştırmacılara yeni araştırma sorularına yönelik ipuçları sunmaktır. Bu amaçla “Covid-19”, “Covid-19 pandemisi”, “Covid-19 virüsü”, “pandemi”,“kriz liderliği” ve “liderlik” kelimeleri ikişerli veya üçerli olmak üzere farklı kombinasyonlarda, Google Akademik, Dergipark Akademik ve Marmara Üniversitesi veritabanlarında taratılmış ve ulaşılan çalışmalar irdelenerek detaylıca özetlenmiş ve “Covid-19 pandemisinde kriz liderliği” ile ilgili kuramsal bir çerçeve çizilmeye çalışılmıştır. Çalışmanın, pandemi sürecinde kriz liderliklerini sorgulamak ve geliştirmek isteyen yöneticilere de katkı sağlayabileceği düşünülmektedir.

References

  • Baruch, D., Singh, D., Halliday, C., & Hammond, J. (2021). Applying LEAN strategies to crisis leadership. Nursing Management, 37-41.
  • Beilstein, C., Lehmann , L., Braun, M., Urman, R., Luedi, M., & Stüber, F. (2020). Leadership in a time of crisis: Lessons learned from a pandemic. Best Practice & Research Clinical Anaesthesiology.
  • Boin , A., & ’T Hart , P. (2003). Public Leadership in Times of Crisis: Mission Impossible? Public Administration Review, 63(5), 544-553.
  • Boin , A., ’T Hart, P., McConnell , A., & Preston, T. (2010). Leadership Style, Crisis Response and Blame Management: The Case of Hurricane Katrina. Public Administration, 88(3), 706–723.
  • Boin , A., Kuipers , S., & Overdijk , W. (2013). Leadership in Times of Crisis: A Framework for Assessment. International Review of Public Administration, 18(1), 79-91.
  • Cinnioğlu, H. (2021). Covid-19 Pandemi Sürecinde Otel Yöneticilerinin Sergiledikleri Liderlik Davranışları: İstanbul Örneği. Türk Turizm Araştırmaları Dergis, 34-46.
  • Crandal , W., Parnell , J., & Spillan , J. (2009). Crisis Management in the New Strategy Landscape. Sage.
  • Diers, A. (2007). Assembling a Jigsaw Puzzle: Proposing The Strategic Model Of Organizational Crisis Communication. Annual Conference of International Communication.
  • Dirani, K., Abadi, M., Alizadeh, A., Barhate, B., Garza, R., Gunasekara, N., et al. (2020). Leadership Competencies and the Essential Role of Human Resources Development in Times of Crisis a Response to Covid-19 Pandemic. Human Resource Development International, 23(4), 380-394.
  • Donthu, N., & Gustafsson, A. (2020). Effects of COVID-19 on business and research. Journal of Business Research, 117, 284-289.
  • Everly, G., Wu, A., Crumpsty- Fowler, C., Dang, D., & Potash, J. (2020). Leadership Principles to Decrease Psychological Casualties in COVID-19 and Other Disasters of Uncertainty. Disaster Medicine and Public Health Preparedness.
  • Forster, B., Patlas, M., & Lexa, F. (2020). Crisis Leadership During and Following COVID-19. Canadian Association of Radiologists’ Journal.
  • Gigliotti, R. (2017). 6 Critical Components of Effective Crisis Leadership. International Capital Marketing Association.
  • Gigliotti, R. (2020). Looking beyond COVID-19: Crisis Leadership Implications for Chairs. The Department Chair, 14-15.
  • Gopinath, G. (2020). The Great Lockdown: Worst Economic Downturn since the Great Depression. IMFBlog.
  • Haruta , A., & Hallahan, K. (2003). Cultural issues in airline crisis communications: A Japan‐US comparative study. Asian Journal of Communication, 13(2), 122-150.
  • Haslam , S., Steffens , N., Reicher, S., & Bentley, S. (2021). HIdentity Leadership in a Crisis: A 5R Framework for Learning from Responses to COVID-19. Social Issues and Policy Review, 15(1), 35-83.
  • Hofstede, G. (1980). Culture’s consequences: International differences in workrelated. Beverly Hills: Sage Publications.
  • James , E., & Wooten, L. (2005). Leadership as (un)usual: How to Display Competence in Times of Crisis. Organizational Dynamics, 141-152.
  • Kaul , V., Shah, V., & El-Serag , H. (2020). Leadership During Crisis: Lessons and Applications from the COVID-19 Pandemic. Gastroenterology.
  • Keen, P., Gilkey, R., & Baker, E. (2020). Crisis Leadership - From the Haiti Earthquake to the COVID Pandemic. Journal of Public Health Management and Practice, 503-505.
  • Kielkowski, R. (2013). Leadership During Crisis. Journal of Leadership Studies, 7(3), 62-65.
  • Koonin, L. (2020). Novel Coronavirus Disease (COVID-19) outbreak: Now is the Time to Refresh Pandemic Plans. Journal of Business Continuity & Emergency Planning, 13(4), 1-15.
  • Lucero, M., Kwang, A., & Pang, A. (2009). Crisis Leadership: When Should the CEO Step up? Corporate Communications: An International Journal,, 14(3), 234-248.
  • Maak, T., Pless, N., & Wohlgezogen, F. (2021). The Fault Lınes Of Leadershıp – Lessons from the Global Covid-19 Crisis. Journal of Change Management, 21(1), 66-86.
  • Mather, P. (2020). Leadership and Governance in a Crisis: Some Reflections on COVID-19. Journal of Accounting & Organizational Change.
  • McKibbin, W., & Fernando, R. (2020). The Economic Impact of Covid-19. R. Baldwin, & B. Di Mauro içinde, Economics in thne time of Covid-19 (s. 45-51). Londra: CEPR Press.
  • Mitroff, I. (2000). Managing Crises Before They Happen. New York: Amacom.
  • Mitroff, I., Shrivastava, P., & Udwadia, F. (1987). Effective Crisis Management. Executive, 283-292.
  • Mutch, C. (2020). Crisis leadership: Evaluating our leadership approaches in the time of COVID-19. New Zealand Council for Educational Research.
  • Nohria, N. (2020). What Organizations Need to Survive a Pandemic. Harward Business Review.
  • Ojo, A., Fawehinmi, O., & Yusliza, M. (2021). Examining the Predictors of Resilience and Work Engagement During the COVID-19 Pandemic. Sustainability, 13, 1-18.
  • Pearson, C., & Clair, J. (1998). Reframing Crisis Management. Academy of Management Review, 23(1), 59-76.
  • Pearson, C., & Mitroff, I. (1993). From Crisis Prone to Crisis Prepared: A Framework for Crisis Management. Academy of Management Executive, 7(1), 48-59.
  • Prestia, A. (2020). The Moral Obligation of Nurse Leaders: COVID-19. Nurse Leader, 326-328.
  • Rego, L., & Garau, R. (2007). Stepping into the Void Centre for Creative Leadershiip.
  • Roberts, R. (2020). COVID-19, leadership and Lessons from Physics. Australian Journal of Rural Health, 28, 232-235.
  • Rudolph, C., Allan, B., Clark, M., Hertel, G., Hirschi, A., Kunze, F., et al. (2020). Pandemics: Implications for Research and Practice in Industrial and Organizational Psychology. Industrial and Organizational Psychology: Perspectives on Science and Practice, 14(1-2), 1-35.
  • Ruiz-Frutos, C., Ortega-Moreno, M., Allande-Cussó, R., Ayuso-Murillo, D., Domínguez-Salas, S., & Gómez-Salgado, J. (2021). Sense of Coherence, Engagement, and Work Environment as Precursors of Psychological Distress among Non-Health Workers During the COVID-19 Pandemic in Spain. Safety Science, 133, 1-9.
  • Shalev, D., & Shapiro, P. (2020). Editorial: Epidemic Psychiatry: The Opportunities and Challenges of COVID-19. General Hospital Psychiatry, 64, 68-71.
  • Spurk, D., & Straub, C. (2020). Editorial: Flexible Employment Relationships and Careers in Times of the COVID-19 Pandemic. Journal of Vocational Behavior, 119, 1-4.
  • Sriharan , A., Hertelendy, A., Banazsak-Holl , J., Fleig- Palmer, M., Mitchell, C., Nigam, A., et al. (2021). Public Health and Health Sector Crisis Leadership During Pandemics: A Review of the Medical and Business Literature. Medical Care Research and Review, 1-12.
  • Stoller, J. (2020). Reflections on leadership in the time of COVID-19. BMJ Leader.
  • Stuijfzand, S., Deforges, C., Sandoz, V., Sajin, C., Jaques, C., Elmers, J., et al. (2020). Psychological Impact of an Epidemic/Pandemic on the Mental Health of Healthcare Professionals: a Rapid Review. BMC Public Health, 20, 1-18.
  • Talu, S., & Nazarov, A. (2020). Challenges and Competencies of Leadership in Covid-19 Pandemic. Advances in Social Science, Education and Humanities Research, 486, 518-524.
  • Wardman, J. (2020). Recalibrating pandemic risk leadership: Thirteen crisis ready strategies for COVID-19. Journal of Risk Research, 1-29.
  • Wooten, L., & James, E. (2008). Linking crisis management and leadership competencies: the role of human resource development. Advances in Developing Human Resources, 10(3), 352-379.
  • Zaman , M., Novitasari, D., Goestjahjanti, F., Fahlevi, M., Nadeak, M., Fahmi, K., et al. (2020). Effect of Readiness to Change and Effectiveness of Transformational Leadership on Workers’ Performance during Covid-19 Pandemic. Solid State Technology, 63(1), 185-200.
Year 2022, Issue: 47, 388 - 401, 25.04.2022
https://doi.org/10.52642/susbed.1022642

Abstract

References

  • Baruch, D., Singh, D., Halliday, C., & Hammond, J. (2021). Applying LEAN strategies to crisis leadership. Nursing Management, 37-41.
  • Beilstein, C., Lehmann , L., Braun, M., Urman, R., Luedi, M., & Stüber, F. (2020). Leadership in a time of crisis: Lessons learned from a pandemic. Best Practice & Research Clinical Anaesthesiology.
  • Boin , A., & ’T Hart , P. (2003). Public Leadership in Times of Crisis: Mission Impossible? Public Administration Review, 63(5), 544-553.
  • Boin , A., ’T Hart, P., McConnell , A., & Preston, T. (2010). Leadership Style, Crisis Response and Blame Management: The Case of Hurricane Katrina. Public Administration, 88(3), 706–723.
  • Boin , A., Kuipers , S., & Overdijk , W. (2013). Leadership in Times of Crisis: A Framework for Assessment. International Review of Public Administration, 18(1), 79-91.
  • Cinnioğlu, H. (2021). Covid-19 Pandemi Sürecinde Otel Yöneticilerinin Sergiledikleri Liderlik Davranışları: İstanbul Örneği. Türk Turizm Araştırmaları Dergis, 34-46.
  • Crandal , W., Parnell , J., & Spillan , J. (2009). Crisis Management in the New Strategy Landscape. Sage.
  • Diers, A. (2007). Assembling a Jigsaw Puzzle: Proposing The Strategic Model Of Organizational Crisis Communication. Annual Conference of International Communication.
  • Dirani, K., Abadi, M., Alizadeh, A., Barhate, B., Garza, R., Gunasekara, N., et al. (2020). Leadership Competencies and the Essential Role of Human Resources Development in Times of Crisis a Response to Covid-19 Pandemic. Human Resource Development International, 23(4), 380-394.
  • Donthu, N., & Gustafsson, A. (2020). Effects of COVID-19 on business and research. Journal of Business Research, 117, 284-289.
  • Everly, G., Wu, A., Crumpsty- Fowler, C., Dang, D., & Potash, J. (2020). Leadership Principles to Decrease Psychological Casualties in COVID-19 and Other Disasters of Uncertainty. Disaster Medicine and Public Health Preparedness.
  • Forster, B., Patlas, M., & Lexa, F. (2020). Crisis Leadership During and Following COVID-19. Canadian Association of Radiologists’ Journal.
  • Gigliotti, R. (2017). 6 Critical Components of Effective Crisis Leadership. International Capital Marketing Association.
  • Gigliotti, R. (2020). Looking beyond COVID-19: Crisis Leadership Implications for Chairs. The Department Chair, 14-15.
  • Gopinath, G. (2020). The Great Lockdown: Worst Economic Downturn since the Great Depression. IMFBlog.
  • Haruta , A., & Hallahan, K. (2003). Cultural issues in airline crisis communications: A Japan‐US comparative study. Asian Journal of Communication, 13(2), 122-150.
  • Haslam , S., Steffens , N., Reicher, S., & Bentley, S. (2021). HIdentity Leadership in a Crisis: A 5R Framework for Learning from Responses to COVID-19. Social Issues and Policy Review, 15(1), 35-83.
  • Hofstede, G. (1980). Culture’s consequences: International differences in workrelated. Beverly Hills: Sage Publications.
  • James , E., & Wooten, L. (2005). Leadership as (un)usual: How to Display Competence in Times of Crisis. Organizational Dynamics, 141-152.
  • Kaul , V., Shah, V., & El-Serag , H. (2020). Leadership During Crisis: Lessons and Applications from the COVID-19 Pandemic. Gastroenterology.
  • Keen, P., Gilkey, R., & Baker, E. (2020). Crisis Leadership - From the Haiti Earthquake to the COVID Pandemic. Journal of Public Health Management and Practice, 503-505.
  • Kielkowski, R. (2013). Leadership During Crisis. Journal of Leadership Studies, 7(3), 62-65.
  • Koonin, L. (2020). Novel Coronavirus Disease (COVID-19) outbreak: Now is the Time to Refresh Pandemic Plans. Journal of Business Continuity & Emergency Planning, 13(4), 1-15.
  • Lucero, M., Kwang, A., & Pang, A. (2009). Crisis Leadership: When Should the CEO Step up? Corporate Communications: An International Journal,, 14(3), 234-248.
  • Maak, T., Pless, N., & Wohlgezogen, F. (2021). The Fault Lınes Of Leadershıp – Lessons from the Global Covid-19 Crisis. Journal of Change Management, 21(1), 66-86.
  • Mather, P. (2020). Leadership and Governance in a Crisis: Some Reflections on COVID-19. Journal of Accounting & Organizational Change.
  • McKibbin, W., & Fernando, R. (2020). The Economic Impact of Covid-19. R. Baldwin, & B. Di Mauro içinde, Economics in thne time of Covid-19 (s. 45-51). Londra: CEPR Press.
  • Mitroff, I. (2000). Managing Crises Before They Happen. New York: Amacom.
  • Mitroff, I., Shrivastava, P., & Udwadia, F. (1987). Effective Crisis Management. Executive, 283-292.
  • Mutch, C. (2020). Crisis leadership: Evaluating our leadership approaches in the time of COVID-19. New Zealand Council for Educational Research.
  • Nohria, N. (2020). What Organizations Need to Survive a Pandemic. Harward Business Review.
  • Ojo, A., Fawehinmi, O., & Yusliza, M. (2021). Examining the Predictors of Resilience and Work Engagement During the COVID-19 Pandemic. Sustainability, 13, 1-18.
  • Pearson, C., & Clair, J. (1998). Reframing Crisis Management. Academy of Management Review, 23(1), 59-76.
  • Pearson, C., & Mitroff, I. (1993). From Crisis Prone to Crisis Prepared: A Framework for Crisis Management. Academy of Management Executive, 7(1), 48-59.
  • Prestia, A. (2020). The Moral Obligation of Nurse Leaders: COVID-19. Nurse Leader, 326-328.
  • Rego, L., & Garau, R. (2007). Stepping into the Void Centre for Creative Leadershiip.
  • Roberts, R. (2020). COVID-19, leadership and Lessons from Physics. Australian Journal of Rural Health, 28, 232-235.
  • Rudolph, C., Allan, B., Clark, M., Hertel, G., Hirschi, A., Kunze, F., et al. (2020). Pandemics: Implications for Research and Practice in Industrial and Organizational Psychology. Industrial and Organizational Psychology: Perspectives on Science and Practice, 14(1-2), 1-35.
  • Ruiz-Frutos, C., Ortega-Moreno, M., Allande-Cussó, R., Ayuso-Murillo, D., Domínguez-Salas, S., & Gómez-Salgado, J. (2021). Sense of Coherence, Engagement, and Work Environment as Precursors of Psychological Distress among Non-Health Workers During the COVID-19 Pandemic in Spain. Safety Science, 133, 1-9.
  • Shalev, D., & Shapiro, P. (2020). Editorial: Epidemic Psychiatry: The Opportunities and Challenges of COVID-19. General Hospital Psychiatry, 64, 68-71.
  • Spurk, D., & Straub, C. (2020). Editorial: Flexible Employment Relationships and Careers in Times of the COVID-19 Pandemic. Journal of Vocational Behavior, 119, 1-4.
  • Sriharan , A., Hertelendy, A., Banazsak-Holl , J., Fleig- Palmer, M., Mitchell, C., Nigam, A., et al. (2021). Public Health and Health Sector Crisis Leadership During Pandemics: A Review of the Medical and Business Literature. Medical Care Research and Review, 1-12.
  • Stoller, J. (2020). Reflections on leadership in the time of COVID-19. BMJ Leader.
  • Stuijfzand, S., Deforges, C., Sandoz, V., Sajin, C., Jaques, C., Elmers, J., et al. (2020). Psychological Impact of an Epidemic/Pandemic on the Mental Health of Healthcare Professionals: a Rapid Review. BMC Public Health, 20, 1-18.
  • Talu, S., & Nazarov, A. (2020). Challenges and Competencies of Leadership in Covid-19 Pandemic. Advances in Social Science, Education and Humanities Research, 486, 518-524.
  • Wardman, J. (2020). Recalibrating pandemic risk leadership: Thirteen crisis ready strategies for COVID-19. Journal of Risk Research, 1-29.
  • Wooten, L., & James, E. (2008). Linking crisis management and leadership competencies: the role of human resource development. Advances in Developing Human Resources, 10(3), 352-379.
  • Zaman , M., Novitasari, D., Goestjahjanti, F., Fahlevi, M., Nadeak, M., Fahmi, K., et al. (2020). Effect of Readiness to Change and Effectiveness of Transformational Leadership on Workers’ Performance during Covid-19 Pandemic. Solid State Technology, 63(1), 185-200.
There are 48 citations in total.

Details

Primary Language Turkish
Journal Section Review
Authors

F. Nazlı Sayğan Yağız 0000-0001-6780-8061

Publication Date April 25, 2022
Submission Date November 12, 2021
Published in Issue Year 2022 Issue: 47

Cite

APA Sayğan Yağız, F. N. (2022). Covid-19 Pandemi Sürecinde Kriz Liderliği: Sistematik Tarama. Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi(47), 388-401. https://doi.org/10.52642/susbed.1022642

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