Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions

Marcus Selart, Svein Johansen and Synnøve Nesse

Journal of Business Ethics, 2013, vol. 116, issue 1, 99-106

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. Copyright Springer Science+Business Media B.V. 2013

Keywords: Leadership; Human resource management; Crisis management; Employee relations; Risk perception; Well-being (search for similar items in EconPapers)
Date: 2013
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DOI: 10.1007/s10551-012-1448-6

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