Reconceptualising crisis leadership in hospitality: A cyclical model of foresight, action, and learning

Abstract

This study investigates how crisis leadership is enacted in the hospitality sector by identifying key competencies and mapping their application across the crisis lifecycle. Based on in-depth interviews with 22 hotel leaders in the UK and China, this study develops a three-stage process model—pre-crisis, in-crisis, and post-crisis—that reconceptualises crisis leadership as a dynamic and cyclical practice. Eight interdependent competencies are identified, including emotional regulation, ethical considerations, and strategic thinking. The findings extend Riggio and Newstead's framework and operationalise complexity leadership theory within a high-touch, high-stakes service context. Advancing a psychologically and ethically grounded model of crisis leadership, the study provides both a theoretical reframing and practical guidance for enhancing organisational preparedness, legitimacy, and post-crisis resilience in the hospitality sector.