Hadley, Connie N.Pittinsky, Todd L.Sommer, S. AmyZhu, Weichun2010-09-212009Hadley, 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.http://nrs.harvard.edu/urn-3:HUL.InstRepos:4448991Based 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.en-USMLD - Management, Leadership, and Decision SciencesLeadershipManagementCrisis ManagementPublic ManagementDecision SciencesDecision MakingJudgementIndividual DecisionsStressResearch Paper or Report2010-09-21