Abstract
This study on crisis leadership is motivated by the increasing awareness that companies are dealing with more complicated problems because of unstable economies, poor leadership, and rapid technology development. These factors have intensified concerns about crises leadership and the necessity for proficient approach. Harrison, Paul, and Burnard (2016) underscore the significance of examining leadership and followership across many contexts, particularly in developing countries, since the majority of crisis leadership research is Western-centric and overlooks other locations.
This study examines the perceptions of leaders and followers in the Nigerian insurance sector regarding crisis leadership, addressing a gap in the existing literature. Financial volatility, regulatory changes, and weak institutional frameworks are characteristic of the industry and differ from those in Western regions. This study aims to (1) define crisis leadership and (2) analyse its evolution in emerging economies, with an emphasis on follower perceptions.