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Leadership and Responses to Organizational Crisis

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  • Wagner, Stephen H.

Abstract

The tragic failure of Penn State University to effectively respond to years of child sex abuse perpetrated by Jerry Sandusky was both a breakdown of leaders and of leadership systems. Numerous individual leaders at Penn State had the knowledge, power, and interpersonal influence to effectively intervene in support of Jerry Sandusky's victims. However, fully understanding how this tragedy occurred also requires an examination of the organizational system of leadership that enabled each leader to rationalize the cover up of the sexual abuse of children. Alderfer's (2011) laws of embedded intergroup relations are useful for understanding the organizational dysfunction at Penn State; especially when those laws are integrated with other theories of organizational psychology, including the social identity maintenance theory of groupthink, the romance of leadership, and authentic leadership. The integration of these theories suggests specific strategies and tactics for preventing similar lapses of ethical behavior in the future through the development of leaders and leadership systems.

Suggested Citation

  • Wagner, Stephen H., 2013. "Leadership and Responses to Organizational Crisis," Industrial and Organizational Psychology, Cambridge University Press, vol. 6(2), pages 140-144, June.
    • Handle: RePEc:cup:inorps:v:6:y:2013:i:02:p:140-144_00
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