Citation

Broekema W, Porth J, Steen T, Torenvlied R. Safety Sci. 2019; 113: 200-209.

Copyright

(Copyright © 2019, Elsevier Publishing)

DOI

10.1016/j.ssci.2018.11.002

PMID

unavailable

Abstract

This study explores public leaders' organizational learning orientation in the wake of a crisis. More precisely, we study the association between public leaders' public service motivation and their learning orientation (instrumental versus political). This research addresses the lack of systematic empirical data on crisis-induced learning and provides a first systematic operationalization of this important concept. We analyze survey data collected from 209 Dutch mayors on their learning priorities in responding to a hypothetical crisis situation in their municipality. The mayors' response patterns reveal (1) "cognitive", (2) "behavioral", (3) "accountability", and (4) "external communication" dimensions of crisis-induced learning. We find that mayors with a stronger public service motivation put more effort into instrumental learning (dimensions 1 and 2), and surprisingly, also into political learning (dimensions 3 and 4). Mayoral experience in previous crises is positively associated with accountability-related learning after a crisis. However, mayoral tenure is negatively associated with crisis-induced behavioral learning.

Language: en

Keywords

Crisis leadership; Crisis learning; Crisis management; Mayors; Organizational learning; Public service motivation; Survey