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

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

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Title: Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale.
Author: Hadley, Connie N.; Pittinsky, Todd L.; Sommer, S. Amy; Zhu, Weichun

Note: Order does not necessarily reflect citation order of authors.

Citation: Hadley, Constance Noonan, Todd L. Pittinsky, S. Amy Sommer, and Weichun Zhu. 2009. Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale. HKS Faculty Research Working Paper Series RWP09-021, John F. Kennedy School of Government, Harvard University.
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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.
Published Version: http://web.hks.harvard.edu/publications/workingpapers/citation.aspx?PubId=6713
Terms of Use: This article is made available under the terms and conditions applicable to Other Posted Material, as set forth at http://nrs.harvard.edu/urn-3:HUL.InstRepos:dash.current.terms-of-use#LAA
Citable link to this page: http://nrs.harvard.edu/urn-3:HUL.InstRepos:4448991
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