MSOL-5104 v4

Bhaduri, R. M. (2019). Leveraging culture and leadership in crisis management. European Journal of Training and Development, 43(5-6), 554-569.
The purpose of this paper is to explore the relationship of organizational culture, leadership, and crisis management through the exploration of these three constructs concerning crisis management.

Frei, F., & Morriss, A. (2021). Trust: The foundation of leadership. Leader to Leader, 2021(99), 20-25.
How does the leader build trust among their followers? This article presents a basic prescription for building trust. It is built upon the premise that employees will trust you when they feel that they are interacting with the “authentic” you. Followers also tend to be comfortable when they trust your judgment, logic, and empathy.

Sherman, W. S., & Roberto, K. J. (2020). Are you talkin' to me?: The role of culture in crisis management sensemaking. Management Decision, 58(10), 2195-2211.
In this article, you will consider the role of culture in crisis management situations. You explore how understanding the culture of an organization can affect its ability to navigate its way through times of crisis.

Venngage. (2021).
This resource may be useful for this week’s assignment.

Adobe. (2021).
This resource may be useful for this week’s assignment.

Canva Poster Design. Canva. (2021).
This resource may be useful for this week’s assignment.

Osiyevskyy, O., Shirokova, G., & Ritala, P. (2020). Exploration and exploitation in crisis environment: Implications for level and variability of firm performance. Journal of Business Research, 114, 227-239.
You were first introduced to this article in Week 3; however, you will revisit it again in light of its relationship to “trust” in the organization. In this work, you examine a framework that discusses exploration and exploration during a period of organizational crisis. The authors investigate how the severity of the crisis impacts the performance level within the organization and the trust followers have in their leader.

Schmidt, J. E. T., & Groeneveld, S. M. (2021). Setting sail in a storm: Leadership in times of cutbacks. Public Management Review, 23(1), 112-134.
This paper explores what type of leadership public managers engage in during cutbacks. A qualitative case study involving cutbacks in three public organizations, this article shows how cutbacks trigger centralized decision-making and top-down planned change processes, reducing public managers’ room to maneuver.