Essay On Leaders Role When a Potential Crisis Becomes Actual

In an actual crisis, the leaders are seen to feel the early signs of the crisis and they get aware of warning the employees against the adverse consequences of the similar. Previous research has stated that it is the duty of the leaders to embrace precautionary measurement in order to avoid the emergency situation (Bowers, Hall & Srinivasan, 2017). Herein the leaders basically foresee the crisis as a part of the signal detection. The current study aims to assess the leader's Role When a Potential Crisis Becomes Actual. Considering the American Cancer Society, the study will analyze the environmental issues that are continued in order to grow the importance to consumers. In this study the crisis of the environment has been stated for which the leaders concerned some effective approach that got unsuccessful.

 

In terms of leading to the crisis, it can be stated that in the firm American Cancer Society, the capital expenditures for the emission control systems required spending some significant amount of money in order to upgrade the polluted facilities over the installation of the emission control systems (Hu, He & Zhou, 2020). Here in order to comply with the regulations on the emission of the greenhouse gas, the concerned business hit the most of the requirements as a utility as well as the energy for operating the power plants and refineries at the same time (Nogueira Yabroff KR & Bernstein 2020).

 

On the other hand, it is evident that due to the Trade and Cap rules, policies aim for the lower emissions of the carbon by planning the upper limit based on the amount of the pollution of the company (Senge, 2017). Here for emission as well as allowing the companies selling the unused allowances to the concerned company. It is worth to mention that according to the SEC’s 2010 Report Notes, that due to the climate changing, the weather pattern across the glove is being reiterated by the several sources. Including the UN, the storms became severe along with having several adverse consequences for their business. This can spread a well-being its obvious loss for the American Cancer Society. As a result, the global reputation of the firm turned out to be dangerous (Marquardt, Banks, Cauwelier & Seng, 2018). The long established regions related to the agriculture got decimated. Also, the infrastructure and coastal communities suffered in a repeated manner.

 

In terms of the leadership of the firm, the hierarchical department opted for the face to face communication following the approach of Video Conferencing. It was considered as the most taxing channel of the communication that enhanced the effort for making the leaders to stay engaged visible throughout the entire call. It is worth mentioning that the said approach was unsuccessful as the hierarchical department embraces the approach of nonverbal communication through facial expressions, body language for certain consequences (Cashman, 2017).

 

On the other hand in terms of both internal and external communication channels, the emails were considered as the appropriate channels for the written communication. However the American Cancer Society was went through the overload of the emails. As the email is considered as a high skill of the communication, therefore the said organization forced the leaders to write clearly and succinctly for getting the point across the communication while recording the conversation in regard to the files shared in the concerned thread.

 

In addition to offsets, the team social media group was considered as an appropriate communication channel for organizing the entire announcement of the crisis as well as the new announcements of the project (D’Auria & De Smet, 2020). As for example, by asking the questions along with providing the support to the employees in the informal setting. As the environmental crisis was the part of the clear hierarchy as well as the chain of the command for the communication for American Cancer Society, therefore the social media strategies were aligned in an effective manner for the said organization.

Based on the discussion made above it can be recommended that the leaders of the American Cancer Society need to enhance the approach of clear communication as a significant element of the crisis leadership (Beech & Anseel, 2020). As a part of the best practices, the leaders are recommended to set up an organizational psychological research including empathy, honesty and transparency at the same time.

 

Another communication that is to be mentioned here is maintaining an effective readiness. As the crisis is considered as the unexpected definition, therefore effective leaders could prepare and offer an emergency and effective response. However the leaders are also required to complete the training process in the crisis leadership as well (Ansell & Boin, 2019). By doing so it is expected that they can manage the assembled risk of the emergency task forces, emotions and maximizing the communication and technology channels.

 

In order to limit the crisis, I would like to identify the risks along with defining the action plan. I would also like to establish a unit of crisis by designating and training the spokesperson. I will define the message for transmitting the space for crisis management. In the end, I will stay positive during the entire period of the crisis. Here I would like to state that in a true crisis, leaders are supposed to detect early warning signs of a problem and become aware of the need to alert staff about the potential consequences. According to a previous assessment, leaders must adopt preventative actions in order to avoid an emergency scenario in the American Cancer Society. As part of the signal detection procedure, the leaders foresaw the crisis in this situation.

 

It can be concluded that in a real crisis, leaders are thought to sense the early indicators of the problem and become aware of the need to warn employees about the negative implications of the same. According to a prior report, it is the responsibility of leaders to embrace preventative measures in order to avert an emergency scenario of the American Cancer society. In this case, the leaders predicted the crisis as part of the signal detecting process.

 

Ansell, C., & Boin, A. (2019). Taming deep uncertainty: The potential of pragmatist principles for understanding and improving strategic crisis management. Administration & Society, 51(7), 1079-1112.

 

 

Beech, N., & Anseel, F. (2020). COVID‐19 and its impact on management research and education: Threats, opportunities and a manifesto. British Journal of Management, 31(3), 447.

 

 

Bowers, M. R., Hall, J. R., & Srinivasan, M. M. (2017). Organizational culture and leadership style: The missing combination for selecting the right leader for effective crisis management. Business horizons, 60(4), 551-563.

 

 

Cashman, K. (2017). Leadership from the inside out: Becoming a leader for life. Berrett-Koehler Publishers.

 

 

D’Auria, G., & De Smet, A. (2020). Leadership in a crisis: Responding to the coronavirus outbreak and future challenges. Psychology, 22(2), 273-287.

 

 

Hu, J., He, W., & Zhou, K. (2020). The mind, the heart, and the leader in times of crisis: How and when COVID-19-triggered mortality salience relates to state anxiety, job engagement, and prosocial behavior. Journal of Applied Psychology, 105(11), 1218.

 

 

Marquardt, M. J., Banks, S., Cauwelier, P., & Seng, N. C. (2018). Optimizing the power of action learning: Real-time strategies for developing leaders, building teams and transforming organizations. Hachette UK.

 

 

Nogueira L, Yabroff KR, & Bernstein A (2020). Climate Change and Cancer. CA Cancer J Clin https://doi.org/10.3322/caac.21610

 

 

Senge, P. M. (2017). The leader's new work: Building learning organizations. In Leadership perspectives (pp. 51-67). Routledge.