U.S. Department of Defense


Date of this Version



FROM: Leadership in Dangerous Situations : A Handbook for the Armed Forces, Emergency Services, and First Responders. Edited by Patrick J. Sweeney, Michael D. Matthews, and Paul B. Lester (Annapolis: Naval Institute Press, 2011).


US government work


Dangerous contexts place unique psychological, physical, and social demands on leaders and organizations. To prepare for these unique demands, leaders, group members, and organizations need to develop greater levels of trustworthiness, psychological hardiness, and cohesion and stronger leader-follower partnership relationships compared to leaders and organizations that operate in non-dangerous contexts. Given that the demands of dangerous contexts affect all individuals and their relationships with the group and the organization's systems, a systems-based perspective seems to be a logical foundation for fostering holistic development to prepare for the unique challenges of leading and operating in dangerous situations.