Leadership in complex, stressful rescue operations: a qualitative study

To develop a theoretical understanding of leadership in stressful, complex rescue operations.

A grounded theory approach was used. Twenty rescue operation commanders from four complex rescue operations in Sweden were interviewed.

A model was developed which suggests that leadership in stressful, complex rescue operations can be understood as a causal process consisting of three broad time‐related categories. The pre‐operation everyday working conditions affect the leadership during rescue operations, which in turn affects the post‐operation everyday working conditions, etc. Everyday working conditions include training and exercises, previous mission experiences, personal knowledge of co‐actors, and organisational climate. The leadership during a complex rescue operation is affected by the leader's appraisal of the balance between what is at stake, human lives in particular, and the manageability of the situation. Patterns of stress reactions among rescue commanders and their leadership behaviour and managerial routines, were identified. Three problem areas were noted: role shifts during long‐lasting operations, staff work, and practical routines. The post‐operation conditions include the leader's evaluation of the outcome, organisational climate, and post‐event stress reactions.

Small sample, lack of representativeness, and lack of illumination of possible gender‐related aspects.

The model may be valuable in training and exercises with rescue operation commanders.

A new integrative, theoretical process model of leadership in complex, stressful rescue operations.