ABSTRACT
In this chapter, we integrate findings from our studies with evidence from the literature to propose that the organization’s interpersonal environment plays a critical role in the leader’s ability to successfully cope with crisis. We found that leaders who endorsed greater psychological safety, trust, and ability to speak freely about the crisis in their organization were more likely to report that they had been able to handle the crisis effectively in their leadership role. We then provide an overview of the importance of organizational culture and return to the Conservation of Resources Theory (Chapter 2) to discuss how interpersonal context may provide leaders with access to resources for coping before and during a crisis. Finally, we briefly review key literature describing the benefits of team psychological safety, trust in coworkers and in the organization, and social constraints on disclosure. We recommend that leaders engage in supportive behaviors that have been shown to foster psychological safety and deepen trust with their team members. Research should investigate whether, under certain circumstances, leader personal crisis promotes these interpersonal factors between them and their team members.
