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Natural Disaster Preparedness in the Private Sector: A Model to Refrain from Isolation
Author(s) -
Morrison James L.
Publication year - 2013
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.21299
Subject(s) - preparedness , isolation (microbiology) , subliminal stimuli , public relations , private sector , business , natural (archaeology) , transformational leadership , natural disaster , public sector , political science , management , psychology , social psychology , economics , law , history , physics , archaeology , meteorology , microbiology and biotechnology , biology
Executive leadership operating in isolation may be a subliminal issue that has an impact upon how resources are allocated for preparing organizations to react to a sudden natural disaster. Two forms of isolation that are of particular interest are upper executive aloofness from management and an indifference to groups external to daily operations. Executive leadership may need to expand its attention to establishing a more inclusive strategy by engaging employees at all levels directly as well as those in leadership positions in organizations in both the public and nonprofit sectors.