Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information on Career Management, 4e

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Advances in Developing Human Resources
This Article
Right arrow Full Text (OnlineFirst PDF)
Right arrow All Versions of this Article:
1523422308316450v1
10/3/352    most recent
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Wooten, L. P.
Right arrow Articles by James, E. H.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Article

Linking Crisis Management and Leadership Competencies: The Role of Human Resource Development

Lynn Perry Wooten* and Erika Hayes James

* To whom correspondence should be addressed. E-mail: lpwooten{at}umich.edu.


  Abstract
The problem and the solution. Most executives are aware of the negative consequences associated with an organizational crisis and focus on communications and public relations as a reactive strategy. However,many neglect the other leadership responsibilities associated with organizational crises.This may result from lack of formal training and on-the-job experiences that prepare executives to lead crises. Executives who enable their organizations to recover from a crisis exhibit a complex set of competencies in each of the five phases of a crisis—signal detection, preparation and prevention, damage control and containment, business recovery, and reflection and learning. In this article, through the use of qualitative research design and the analysis of firms in crises, we examine leadership competencies during each phase of a crisis. In addition, this article links the important role of human resource development to building organizational capabilities through crisis management activities.

First published on April 4, 2008, doi:10.1177/1523422308316450

Advances in Developing Human Resources 2008;10:352.

A more recent version of this article appeared on June 1, 2008

Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Human Resource Development ReviewHome page
Jia Wang, H. M. Hutchins, and T. N. Garavan
Exploring the Strategic Role of Human Resource Development in Organizational Crisis Management
Human Resource Development Review, March 1, 2009; 8(1): 22 - 53.
[Abstract] [PDF]

Home page
 Advances in Developing Human ResourcesHome page
H. M. Hutchins and Jia Wang
Organizational Crisis Management and Human Resource Development: A Review of the Literature and Implications to HRD Research and Practice
Advances in Developing Human Resources, June 1, 2008; 10(3): 310 - 330.
[Abstract] [PDF]