Why crisis leadership competencies matter in the effective management of a cyber crisis

Abstract

This paper examines whether specific leadership competencies are relevant in a cyber crisis and what it takes to manage one effectively. Our increasing dependence on technology exposes us to risks and makes us more vulnerable to digital crises. Cyberattacks are more common and can affect even well-prepared companies. Leadership during a crisis can influence an organisation’s success or failure, no matter how primed and savvy its people are. The author compares crisis management to crisis leadership and emphasises the shift in crisis management responsibility from an operational response to prevention and the ability to steer through uncertainty. This change requires crisis-specific leadership skills and a broader recognition of organisational risk. The author highlights research by Wooten and James,1 which notes leadership competencies applicable to different phases of a crisis. Not all leaders can demonstrate all these attributes in every crisis and are often ill prepared when a crisis hits; however, leaders can learn, develop and practise the competencies needed to survive and triumph over a crisis. Tools that can help develop these skills include stakeholder mapping and a protocol that evaluates and trains leaders in hard (knowledge-based) and soft (behaviour-based) skills. The author refers to the Salviotti et al.2 (2023) study, which analysed the Norsk Hydro ransomware case, noting that leadership competencies identified in traditional crisis management also apply in a cyber crisis. Given the certainty of a cyber threat, the author recommends a stronger emphasis on developing crisis leadership competencies. Training should complement other activities and programmes to prepare employees to handle crises adeptly.