Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale

Constance Noonan Hadley, Todd L. Pittinsky, S. Amy Sommer and Weichun Zhu
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Constance Noonan Hadley: Harvard University
Todd L. Pittinsky: Harvard University
S. Amy Sommer: Harvard University
Weichun Zhu: Claremont McKenna College

Working Paper Series from Harvard University, John F. Kennedy School of Government

Abstract: Based on literature and expert interviews, we developed the Crisis Leader Efficacy in Assessing and Deciding scale (C-LEAD) to capture the efficacy of leaders to assess information and make decisions in a public health and safety crisis. In Studies 1 and 2, we find that C-LEAD predicts decision-making difficulty and confidence in a crisis better than a measure of general leadership efficacy. In Study 3, C-LEAD predicts greater motivation to lead in a crisis, more crisis leader role-taking, and more accurate performance while in a crisis leader role. These findings support the scale's construct validity and broaden our theoretical understanding of the nature of crisis leader efficacy.

Date: 2009-07
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Persistent link: https://EconPapers.repec.org/RePEc:ecl:harjfk:rwp09-021

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