To an increasingly greater degree, incidents and crises are dominating daily life. In this context, mayors are seen as the guardian of local society. As commander-in-chief of the municipal... Show more To an increasingly greater degree, incidents and crises are dominating daily life. In this context, mayors are seen as the guardian of local society. As commander-in-chief of the municipal crisis authority, with increasing frequency they are confronted with the extremely difficult task to manage crises effectively. Mayors are expected by many to display more leadership during crises than during normal day-to-day practice. This thesis describes research into antecedents, moderators, outcomes and contingencies of effective leadership behaviour during times of crisis, paying particular attention to the performance of mayors, as heads of local authority, in the Netherlands in their role of crisis manager. What determines the success of the leadership of mayors during crises; their personality, the leadership context (its possible variations), or both? It was demonstrated that agreeableness differs in relevance for autocratic and participative leadership behaviour of the mayor. The extent to which the leadership behaviour in question is effective, was shown to also be determined by the situation. Where an autocratic line of action is sometimes inevitable—when there is high time pressure, the effectiveness of participative leadership behaviour can be connected to different team processes, especially when the crisis situation is characterised by a high level of ambiguity. Show less
