Crisis Management in Enterprises (Essay Sample)

Crisis Management in Organizations
“Path-Goal Theory”
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Crisis Management in Organizations
“Path-Goal Theory”
Organizations have been suffering from the crisis more frequently in modern society. Employees' performances, change in the organization's culture, bad planning, and leadership failures have contributed to the firms' crisis. A combination of these factors has led to organizations' loss of public safety, financial foundations, and reputations. However, solutions to the problem in business organizations have become a norm for different firms. The application of a path-goal theory by leaders to ensure the implementation of good leadership management and incorporate ways of influencing employees' performance and job satisfaction has been the choice for various organizational authorities.
According to Rana, K'aol & Kirubi (2019), the Path-goal theory was developed by Robert House and touched both the effectiveness of leadership and the influence of employees' performance in solving the crisis. The path-goal idea aims at focusing on the core values of an organization that would guarantee success in problem-solving. When a form of problem arises in an organization, leaders should adopt a supportive leadership structure to help fight and settle the situation. Supportive leadership ensures that employees' needs are given priority during decision-making. The Employees exhibit needs basing on rewards, the company's vision, the right tools and training, loyalty leadership, and morale-boosting motivational talks. When a leader in an organization establishes that employees' performance has decreased, they describe that as a crisis. The first approach they would give to affect the firm's goal from being deviated to failure regarding financial and reputational loss would be solving the situation with the employees. Since employees would be the start of the solution, offering motivational talks that would boost their morale in working the problem would strengthen the employees' faith that the organization would not die even under the crisis.
Supportive leadership would discover the importance of an organizational leader to hire supplementary workers who would break the barrier towards accomplishing tasks that led to its crisis. Leaders who recognize workload situations through their panning and organization competencies understand the group of employees' duties. Due to the problem, leaders would hire extra employees to help in the timely execution of tasks. Leaders who show this open consideration to the employees create a loyalty form of leadership to the workers who discover that they understand their work situations. The loyalty, satisfaction, and dedication of employees improve when leaders consider their well-being. Hence, the energy they invest in the tasks that a company needs to be executed would be increased; thus, an assured high performance is delivered.
During crisis management, strict instructions on already known things create an environment of displeasure to t