Leadership During Crisis- Workshop Given at Antwerp Management School- February 2016 Summary & goals We chose this topic because the leadership during crisis aims at tackling issues that happen in our everyday life whether it be in personal, departmental or group/ team level but also on a company and global economic scale. Without good leadership during these tough times, a department/company or country can fail to find the best solutions. A good leader during crisis needs to keep the team spirit high, motivation going and clear vision. We aim at having a group activity with a simulation game to make the teams aware of and access leadership performance during crisis. Our goal of the workshop is to make the students aware of how to react as a leader during different types of crisis moments, further more we want to give them an overview of some practical tips about how to use these characteristics and behavioral aspects in a real life situation. Outline of the workshop 1. Brainstorming 2. Activity: Lead Your Team in the Darkest Hour 3. Experiences & Theories (Readings/ Articles) 4. Attributes of Leaders During Crisis 5. Case study: Ducati 6. Closing Sources: Hamblin, R. L. (1958). Leadership and crises. Sociometry, 21(4), 322-335. James, E. H., & Wooten, L. P. (2005). Leadership as (Un) usual:: How to Display Competence in Times of Crisis. Organizational Dynamics, 34(2), 141-152. Heifetz, R., Grashow, A., & Linsky, M. (2009). Leadership in a (permanent) crisis. Harvard Business Review, 87(7/8), 62-69. Grant, J. M., & Mack, D. A. (2004). Preparing for the Battle:: Healthy Leadership during Organizational Crisis. Organizational Dynamics, 33(4), 409-425. Hunt, J. G., Boal, K. B., & Dodge, G. E. (1999). The effects of visionary and crisis-responsive charisma on followers: An experimental examination of two kinds of charismatic leadership. The Leadership Quarterly, 10(3), 423-448. Spreitzer, G. M., Restoring Hope During Trying Times. Ross School of Business. Visited on the 2nd of February via http://www.bus.umich.edu/facultyresearch/research/TryingTimes/Hope.htm. Rowe, P. Great Crisis Leaders:10 Key Characteristics. CRISIS MANAGER UNIVERSITY, visited on the 10th of February 2016, via http://www.bernsteincrisismanagement.com/newsletter/crisis-manager-081124.html Gavetti., G. (2002). Havard Business Case: Ducati. Havard Business School.

1. Leadership During Crisis
“Crises Magnify the significance of
small weaknesses” - Bruce T. Blythe
Charlotte Delcroix
Frederik Schellekens
Yaling Deng
Pieter-Jan Janssens
Maria Sami

2. Agenda
1. Brainstorming
2. Activity: Lead your Team in the Darkest Hour
3. Experiences & Theories
4. Case study: Ducati
5. Closing

3. 2 Teams:
- Go from Point A to B without touching
the obstacles or falling
- Each team 1 Leader at the beginning
of the line, one receiver at the end
- 2 disruptive members for the other
team
- Rest of the team to be blindfolded
- Need to reach Point B by just listening
to your leader despite the disruptions
- Not allowed to touch any player
- Touching an obstacle, falling or
cheating → -2 points for the whole
team
- Solve the Puzzle at the end!
Lead Your Team in the Darkest Hour (Game)

4. Brainstorming
What Do you Define as Crisis?
What do you define as effective leader during crisis?
Real Life Examples?

5. What is a Crisis?
Definition
Any emotionally charged situation that, once it
becomes public, invites negative stakeholder
reaction and thereby has the potential to threaten the
financial wellbeing, reputation, or survival of the
firm.

6. Phases of solving a crisis
Leadership as (un)usual – E.H. James, L.P Wooten
Signal detection
Prevention/
Preparation
Damage control
Business
control
Learning

7. Using crisis to promote organizational
change
Leadership as (un)usual – E.H. James, L.P Wooten
1. Build a foundation of trust
2. Create a new corporate mindset
3. Identify the (not so) obvious vulnerabilities
4. Make wise and rapid decisions
5. Take courageous action
6. Learning from crisis to effect change

8. A Strong Leader…
Will have more influence during periods of
crisis
- Influence Ratio
- Acceptance Ratio
A Weak Leader…
- Will be quicker replaced
Leadership and Crises – R.L. Hamblin

9. Two Forms of Charismatic Leadership
The effects of visionary an crisis-responsive charisma on followers – J.G. Hunt, K. B. Boal, G.
E. Dodge
Crisis + response = Charisma
In crisis: vision or response = sufficient condition
Crisis = necessary condition
Vision = sufficient condition
Visionary
leadership
Crisis-
responsive
leadership

10. Charismatic Leadership in Crisis
The effects of visionary an crisis-responsive charisma on followers – J.G. Hunt, K. B. Boal, G.
E. Dodge
Crisis plays a role in
charisma
Limited
temporal
effects
Crisis Responsive
Leadership
Effects
decay over
time
Vision matters

11. Restoring Hope during Trying Times
By Gretchen M. Spreitzer
Target During Crisis-
Create feeling of Hope
for followers to keep
moving
Leadership plays an important role in
facilitating hopeful responses. People turn to
the leader during trying times and even the
smallest leadership actions get noticed

12. What should the Leader be protecting
during times of crisis/Economic Downturn
Strategic Crisis Leadership - Bruce T. Blythe

13. 10 Attributes for Leaders during Times of
Crisis
Focus
Self-awareness
Empathy
Agility
Transparency
Perspective
Optimism
Imagination
Appreciation
Humor

14. Case in Point: Ducati
Motorcycle brand
Long history in successful and technologically
superior motorcycles
Italian based
Founded in 1926
Sophisticated/technical superior mortorcycles
Years of growth in 60’s – 70’s
Successes in international racing circuits

15. Case in Point: Ducati – Cont’d
Problems in 80-90’s:
Liquidity
Problems
No
Differentiation
Lack of
Marketing
Seen as
Unreliable
Leak in
Factory Roof

16. Case in Point: Ducati – Cont’d
HOW DID DUCATI SOLVE THE PROBLEM?

17. Case in Point: Ducati – Cont’d
3 Possibilities & 20 Billion Lire
Available
Continuity
Development of
a new motor
Gran Prix
Championships
Product
Investment
Process
Rationalization

18. Case in Point: Ducati – Cont’d
Creativity & Strong
Vision
Global Brand
Heritage of Ducati in Racing
Competitions
Mechanical To
Entertainment
S.C
Restructuring
in line with
Brand
Creation

19. Case in Point: Ducati – Cont’d
WHAT SKILLS ARE NEEDED TO
IMPLEMENT SUCH A STRATEGY?

20. Case in Point: Ducati – Cont’d
Skills needed
Seeing things for
wat they are
Strategy & detail Multiple options
Decisiveness Collaboration
Take risk in the
face of risk
Listen to
unpopular advice
Calm,
courageous &
positive
80% rule
Prepare to admit
mistakes

21. OPENING MINDS
TO IMPACT
THE WORLD