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Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions

Abstract

Crisis prevention plans are usually evaluated based on their effects in terms of preventing or limiting organizational crisis. In this survey-based study, the focus was instead on how such plans influence employees’ reactions in terms of risk perception and well-being. Five different organizations were addressed in the study. Hypothesis 1 tested the assumption that leadership crisis preparation would lead to lower perceived risk among the employees. Hypothesis 2 tested the conjecture that it would also lead to a higher degree of well-being. Both hypotheses were supported. The results and their implications are discussed.

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Acknowledgment

We are grateful to Frida Ehn and Valla Helgadottir for the collection and analysis of the data.

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Correspondence to Marcus Selart.

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Selart, M., Johansen, S.T. & Nesse, S. Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions. J Bus Ethics 116, 99–106 (2013). https://doi.org/10.1007/s10551-012-1448-6

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  • DOI: https://doi.org/10.1007/s10551-012-1448-6

Keywords

  • Leadership
  • Human resource management
  • Crisis management
  • Employee relations
  • Risk perception
  • Well-being