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The purpose of this thesis is to gain knowledge about how leader sensemaking influence how leaders handle the COVID-19 pandemic by giving sense, and which (social) competencies are necessary for that. Several studies have shown that crises are likely to increase in the future, mainly because of globalization and climate change, among them pandemics. In order to survive such crises as an organization in future scenarios, understanding what organizational leaders have to do is required. This study follows a sensemaking and capabilities approach on crisis leaders. A qualitative research methodology was used, and data obtained through semi-structured interviews. Thirteen top Austrian leaders were interviewed in the midst of the pandemic to gain insight into their perceptions of the crisis. The findings reveal that leaders had to cope with several negative effects throughout the crisis phases, some positive effects were also noticed. Through resulting sensebreaking and sensemaking gaps, the leaders were able to take advantage of the sensemaking process. With sensemaking activities, the leaders in question were able to quickly discern important information and make sense of the confusing crisis situation. After leaders made sense of the situation by themselves, they then could give sense to their employees. This process gave the leader more legitimacy among his employees, which is one of three found sensemaking moderators. The most used sensegiving activity during the COVID-19 pandemic was communication itself, although made difficult due to social distancing. The outcome of a sensemaking process cycle enabled leaders to take action and give directions to their employees. Certain dynamic managerial capabilities on a cognitive, behavioral, and emotional level were found to be useful. Additionally, dynamic organizational and team capabilities acted as vital support functions. These capabilities served as the overarching crisis response strategy in form of strategic resilience for the interviewed leaders and their organizations. While much is known about sensemaking in change and organizational crises literature, comparably little is known regarding exogenous global crises, such as pandemics. The study offers novel insights into the dynamics of the COVID-19 pandemic and crisis. It shows the importance of using the sensemaking process and demonstrating certain dynamic capabilities for crisis leaders. Implications are drawn for academic scholars and practitioners, especially crisis leaders. Author Daniela Anna Ehrenmüller, BSc Masterarbeit Universität Linz 2021 |
