Toward a Push-Pull Model of Leader Sensegiving During Crisis: A Content Analysis of United Nations Security Council Communications

Abstract

Leader sensegiving during crisis situations has received limited empirical research attention in the management and organization literature, despite the important role it plays in addressing organizational crises. This study examines how the tone of leader sense-giving messages changes as crises unfold, so as to provide a point of departure for future research assessing the efficacy of sense-giving efforts amid crises. Toward this end, I develop a conceptual push-pull model of leader sensegiving in crisis, then test key relationships between crisis conditions, sensegiving activity, and leader message tone. Analysis of a sample of United Nations Security Council presidential statements suggests that increased leader sensegiving activity is associated with worsening crisis conditions and that leader messages tend to adopt a linguistic tone that is visceral and steeped in language that references forceful action when the intensity of crisis conditions is high.  Furthermore, leader messages addressing deteriorating crises are associated with relatively high levels of exclusionary, aggressive language but low levels of collectiveness and praise. Directions for future leader sense-giving in crisis research are also discussed.