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Emergent Leadership in Extreme Events: A Knowledge Commons for Sustainable Communities

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  • Louise K. Comfort
  • Aya Okada

Abstract

Extreme events create extraordinary demands on public managers, particularly at national and international scales of operation. The rapid escalation of demand in contexts of urgent need, scarce resources, and cascading, interdependent consequences challenges the physical, intellectual, technical, and social skills of public managers in profound ways, with high potential for failure at sobering costs. We examine this process of evolving leadership in two different disaster contexts, Haiti and Japan, and conclude that developing a “knowledge commons” or interactive information infrastructure offers a constructive means of improving decision processes for public managers by engaging a wider exchange of knowledge and skills in situations of deep uncertainty. Timely, valid information becomes the key resource in mobilizing collective action in response to disaster in both developed and developing countries.

Suggested Citation

  • Louise K. Comfort & Aya Okada, 2013. "Emergent Leadership in Extreme Events: A Knowledge Commons for Sustainable Communities," International Review of Public Administration, Taylor & Francis Journals, vol. 18(1), pages 61-77, April.
  • Handle: RePEc:taf:rrpaxx:v:18:y:2013:i:1:p:61-77
    DOI: 10.1080/12294659.2013.10805240
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    Cited by:

    1. Öznur Gökkaya & Hilal Gökkaya & Nuh Zafer Cantürk & Arif Özkan, 2023. "Changing Perception of Nurses during COVID-19: A Comparative Study on Leadership Behaviors, Meaning of Job and Meaningful Work," Sustainability, MDPI, vol. 15(7), pages 1-14, March.
    2. Theresa Obuobisa-Darko & Emelia Amoako Asiedu & Frank Ohemeng & Kenneth Parku, 2024. "Managing Employee Engagement in Crisis Situations in Developing Countries: The Case for Responsible Leadership in the Public Sector in Ghana," Public Organization Review, Springer, vol. 24(3), pages 803-821, September.

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