Advancing a Research Agenda for Leadership in Dangerous Contexts

Abstract

We propose that leadership is uniquely contextualized when confronting dangerous contexts such that specific causations and contingencies occur that are not present in non-dangerous contexts. Yet we know very little about how such leadership operates and what constitutes effective leadership for such dangerous contexts. To guide future research, we take a multilevel and systems approach to leadership and suggest important areas for future research of leadership in dangerous contexts at the micro-, meso-, and macrolevels.

Notes

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