Date of Award

12-2024

Degree Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

School

Leadership

Committee Chair

Casey Maugh Funderburk

Committee Chair School

Leadership

Committee Member 2

Jonathan Beedle

Committee Member 2 School

Leadership

Committee Member 3

H. Quincy Brown

Committee Member 3 School

Leadership

Committee Member 4

Mary Funk

Committee Member 4 School

Leadership

Abstract

In crisis management, an emergency manager’s ability to remain calm under pressure can be the key to either successfully navigating a crisis or failing to manage it effectively (Nierman, 2022). One crucial aspect of crisis management is knowing how to act when the situation becomes difficult and emotions run high (Nierman, 2022). Organizations need emergency managers who can handle crises without becoming overwhelmed by their emotions or the changes that follow a traumatic event. Emotional Intelligence in crisis management involves the skill to manage, control, and direct emotions during a crisis (Nierman, 2022). It involves a cognitive process that helps individuals convert feelings into thoughts, understanding, and reasoning, and to manage both their own emotions and those of others (Cherniss and Goleman, 2001). Someone with high emotional intelligence will respond with greater control, consider the consequences of their actions, find ways to reduce stress, and act constructively (Nierman, 2022). The COVID-19 pandemic highlighted how crucial decision-making, adaptability and innovation are in crisis management. Emergency managers had to pivot quickly to new methods of communication and coordination, leveraging virtual platforms to ensure continuity of operations. The shift to remote leadership not only involved managing teams through digital tools but also addressing the unique challenges that came with it, such as maintaining team morale, validation of information, ensuring cybersecurity, and managing work-life balance. Wittmer and Hopkins (2021) offer valuable insights into these adjustments and the broader implications for future crisis management strategies. The lessons learned during this pandemic will likely influence how organizations prepare for and respond to crises moving forward. Unfortunately, many emergency managers do not receive training or professional development in emotional intelligence, especially in the context of managing crises in virtual environments. This research investigates how emergency managers use emotional intelligence in virtual workspaces during crises, guided by social cognitive theory and human capital theory. The study employs a phenomenological qualitative design and an interpretive phenomenological approach. Interviews were conducted with emergency managers in supervisory or leadership roles responsible for managing human capital. The analysis identified key themes based on feedback from participant interviews. It focused on their experiences and how they apply the four-branch model of emotional intelligence in managing crises virtually. This research aims to spark further discussion on emotional intelligence in virtual settings and its role in crisis management.

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