Abstract:

COVID-19’s emergence and its unfolding across the globe have elevated the significance of crisis leadership, to a premier rank. First, the present research explored the concept of crisis, suggesting additional categorizations of crises. Next, using the COVID-19 global crisis as a backdrop, the author considered how descriptions of leaders during COVID-19 fit in existing leadership theories such as adaptive, authentic, transformational, servant, and skills models. The study then discussed the limitations of the current theoretical models in the framework of crisis. Next, the present research proposed an alternative conceptual foundation to the profile of crisis leaders, suggesting a definition of crisis leaders as Apeirogon Diamond Leaders. The present study aimed to add the profile of the Apeirogon Diamond Leader and the Roth Crisis Leadership Model to the leadership literature and lay out the theoretical foundation of the model. The present study concluded by discussing implications and directions for future research.