Leaders' sensemaking under crises:emerging cognitive consensus over time within management teams

Combe, Ian A. and Carrington, David J. (2015). Leaders' sensemaking under crises:emerging cognitive consensus over time within management teams. Leadership Quarterly, 26 (3), pp. 307-322.

Abstract

When facing a crisis, leaders' sensemaking can take a considerable amount of time due to the need to develop consensus in how to deal with it so that vision formation and sensegiving can take place. However, research into emerging cognitive consensus when leaders deal with a crisis over time is lacking. This is limiting a detailed understanding of how organizations respond to crises. The findings, based on a longitudinal analysis of cognitive maps within three management teams at a single organization, highlight considerable individual differences in cognitive content when starting to make sense of a crisis. Evidence for an emerging viable prescriptive mental model for the future was found, but not so much in the management as a whole. Instead, the findings highlight increasing cognitive consensus based on similarities in objectives and cause-effect beliefs within well-defined management teams over time.

Publication DOI: https://doi.org/10.1016/j.leaqua.2015.02.002
Divisions: Aston Business School > Marketing & Strategy
Additional Information: © 2015 The Authors. Published by Elsevier Inc. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/). Funding: ESRC - EREBUS capacity building cluster - reference: RES-187-24-00
Uncontrolled Keywords: cognitive content,cognitive mapping,collective leadership,mental models,Business and International Management,Organizational Behavior and Human Resource Management,Applied Psychology,Sociology and Political Science
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Related URLs: http://www.scop ... tnerID=8YFLogxK (Scopus URL)
Published Date: 2015
Authors: Combe, Ian A. ( 0000-0002-0105-4241)
Carrington, David J. ( 0000-0001-7977-9210)

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