危机领导力的理论模型构建：基于中国机长刘传健案例的质性研究
Theoretical Model Construction of Crisis Leadership: A Qualitative Study Based on the Case of Chinese Captain Liu Chuanjian

关键词：危机领导力；案例研究；经典扎根理论；中国机长
Keywords: crisis leadership; Case Studies; classical grounded theory; Chinese captain
中图法分类号：C93 文献标志码：A 文章编号：1672-884X(2021)01-0012-10
CLC Number: C93 Document Mark: A Article Number: 1672-884X(2021)01-0012-10

Abstract: From the perspective of leadership and around the typical case of Chinese flight captain LIU Chuanjian, the concept and structure of crisis leadership were constructed by collecting four types of case study data, including news media reports, in-depth interviews with LIU Chuanjian, interviews with managers, and interviews with airline pilots, with a total of 290000 transcribed words. Using the classical grounded theory, we constructed the concept and structure of crisis leadership, and further proposed the FLIGHT model of crisis leadership. We found that crisis leadership consisted of six dimensions: Foresee the Crisis, Load the Responsibility, Insist on the Faith, Govern the Situation, Head the People, and Thrive on Crisis. We also compared the flight model with the existent crisis management model, and discussed the theoretical contributions of this study and the implications for organizational management under the current crisis situation.

Key words: crisis leadership; case study; classical grounded theory; Chinese flight captain

当下，全球已经进人了 VUCA 时代——充满易变性、不确定性、复杂性以及模糊性。危机俨然已成为现代风险社会中的一种"必然"，而与危机共舞更成为一种新常态。拥抱不确定性和危机的日常化管理已成为新时代组织面临的管理课题，而各级管理者的危机领导力是成功应对各类危机事件的关键所在。对危机展开系
The world has entered the VUCA era – full of volatility, uncertainty, complexity, and ambiguity. Crisis has become an "inevitability" in the modern risk society, and dancing with the crisis has become a new normal. Embracing uncertainty and crisis management has become a management issue facing organizations in the new era, and crisis leadership at all levels is the key to successfully responding to various crisis events. To the crisis development system

统研究，早已是组织管理领域学者们关注的重要课题 ${}^{[1]}$${}^{[1]}$^([1]){ }^{[1]} 。在危机无处不在的新形势下，传统危机管理理论暴露出极大的不适宜性，已无法有效地指导组织管理所面临的新挑战和新问题。由此，危机情境中以"人"为核心的危机领导力——即领导者引领危机困境中的人们找寻方向，共渡难关，甚至转"危"为"机"的能力——则成为当今时代背景下亟待关注的重要课题 ${}^{[2]}$${}^{[2]}$^([2]){ }^{[2]} 。面对任何危机，领导者都肩负着两个同
The study of systems has long been an important topic of concern for scholars in the field of organizational management ${}^{[1]}$${}^{[1]}$^([1]){ }^{[1]} . In the new situation of ubiquitous crises, the traditional crisis management theory has exposed great inappropriateness and can no longer effectively guide the new challenges and new problems faced by organizational management. Therefore, crisis leadership with "people" as the core in crisis situations—that is, the ability of leaders to lead people in crisis situations to find direction, tide over difficulties together, and even turn "crisis" into "opportunity" has become an important topic that needs urgent attention in the context of today's era ${}^{[2]}$${}^{[2]}$^([2]){ }^{[2]} . In the face of any crisis, leaders have two shoulders on their shoulders

等重要的责任：解决眼前的问题以及防止问题再次发生。前者更加紧迫，而后者从长远来看至关重要。
and other important responsibilities: solving the immediate problem and preventing the problem from happening again. The former is more urgent, while the latter is crucial in the long run.

本研究认为，要想使企业在各种危机中转危为安，实现长久的生存和发展，关键要培养和提高领导者的危机领导力，而这一前提则是探讨清楚危机领导力的内涵和结构问题。为了深入系统地提炼危机领导力的内涵和结构，本研究以"中国机长刘传健"案例为核心，结合访谈资料和二手资料，系统全面地提炼了危机领导力概念，构建了有关模型结构；并阐述该模型的构成及其适用性，不仅能为解决当前社会面临的各种危机问题提供科学方案，也能为危机常态化背景下各类组织的危机管理实践提供有效指导；同时，也是对 TSUI ${}^{[3]}$${}^{[3]}$^([3]){ }^{[3]} 提出的"做更多负责任管理研究"呼吁的一个积极回应。
This study argues that in order to turn the crisis into safety in various crises and achieve long-term survival and development, the key is to cultivate and improve the crisis leadership of leaders, and the premise of this is to explore the connotation and structure of crisis leadership. In order to systematically refine the connotation and structure of crisis leadership, this study takes the case of "Chinese Captain Liu Chuanjian" as the core, combined with interview data and second-hand data, systematically and comprehensively refines the concept of crisis leadership, and constructs the relevant model structure. The composition and applicability of the model are expounded, which can not only provide scientific solutions for solving various crisis problems faced by the current society, but also provide effective guidance for the crisis management practice of various organizations in the context of crisis normalization. It is also a positive response to TUI's call ${}^{[3]}$${}^{[3]}$^([3]){ }^{[3]} to "do more responsible management research".

在管理学领域，关于危机的定义引用较多的是 DUTTON ${}^{[4]}$${}^{[4]}$^([4]){ }^{[4]} 给出的界定，即危机是 “一个会引起潜在负面影响的具有不确定性的大事件，这种事件及其后果可能对其人员、产品、服务和声誉造成巨大的损害”。危机事件是高度模糊的、破坏性的和不确定的，并对组织及其利益相关者的影响非常大 ${}^{[5]}$${}^{[5]}$^([5]){ }^{[5]} 。现代危机频发，领导者被置于巨大的压力之下，这给领导力提出了更高的要求和更大的挑战。然而，危机领导力的相关研究只是散见于一些文献中，大多更聚焦于企业危机管理的研究。
IN THE FIELD OF MANAGEMENT, THE DEFINITION OF A CRISIS IS OFTEN CITED BY DUTTON ${}^{[4]}$${}^{[4]}$^([4]){ }^{[4]} , WHICH IS "A LARGE, UNCERTAIN EVENT WITH POTENTIAL NEGATIVE CONSEQUENCES, AND THE CONSEQUENCES OF WHICH MAY CAUSE SIGNIFICANT DAMAGE TO ITS PEOPLE, PRODUCTS, SERVICES AND REPUTATION". Crisis events are highly ambiguous, disruptive, and uncertain, and have a very large impact on organizations and their stakeholders ${}^{[5]}$${}^{[5]}$^([5]){ }^{[5]} . Modern crises are frequent, and leaders are under tremendous pressure, which puts higher demands and greater challenges on leadership. However, the research on crisis leadership is only scattered in some literatures, and most of them focus more on the research of corporate crisis management.

过往的文献资料中，研究者更多从"危机管理"的视角进行研究探讨危机应对措施 ${}^{[1]}$${}^{[1]}$^([1]){ }^{[1]} ，危机管理强调对危机事件的事前识别与评估、事中的处理技巧和事后的恢复管理。尽管危机管理的文献没有直接强调领导者的作用，但相关的研究已经从侧面证明"领导力"从根本上决定了危机管理工作的成败。有研究表明，在危机时期，无论是保持有效的沟通、建立信任、提升绩效还是保护品牌价值等方面，领导者都扮演着重要的角色 ${}^{[6]}$${}^{[6]}$^([6]){ }^{[6]} 。但正如学界已公认"管理"不等于"领导"：管理是解决确定性的、当前的、标准化的问题，而领导是解决不确定性的、未来的、个性化的问题。由此，"危机管理"与"危机领导力"也存在较大的差异，不能互相替代。
In the past literature, researchers have studied and discussed crisis response measures from the perspective of "crisis management ${}^{[1]}$${}^{[1]}$^([1]){ }^{[1]} ", which emphasizes the identification and evaluation of crisis events in advance, the handling skills during the event, and the recovery management after the event. Although the literature on crisis management does not directly emphasize the role of leaders, relevant studies have proved that "leadership" fundamentally determines the success or failure of crisis management. Research shows that leaders play an important role in maintaining effective communication, building trust, improving performance, or protecting brand value in times of crisis ${}^{[6]}$${}^{[6]}$^([6]){ }^{[6]} . However, it has been recognized in the academic community that "management" is not the same as "leadership": management is to solve deterministic, current, and standardized problems, while leadership is to solve uncertain, future, and personalized problems. As a result, "crisis management" and "crisis leadership" are also quite different and cannot be substituted for each other.

危机管理与危机领导具有显著的差异（见表1）。具体阐述如下：（1）危机管理以协议和标准方法为指导，而危机领导以原则和价值观为
There is a significant difference between crisis management and crisis leadership (see Table 1). The details are as follows: (1) Crisis management is guided by protocols and standard methods, while crisis leadership is guided by principles and values

指导；（2）危机管理仅仅着眼于当下的危机事件，而危机领导是以减少未来危机的实际发生率以及提高一个组织应对实际发生危机的能力为目的；（3危机管理专注于应对过程，确保所有的标准程序得到充分的执行；而危机领导则更重视人员的管理，以确保拥有合适的团队，并以合适的人担任正确的角色，以管理其所面临的情况； (4)危机管理关注组织的投入和产出，关注的是事件的影响范围和流程化的行动；而危机领导必须看到全局，且阐明希望与愿景，并进行战略性的决策以带领组织走出危机。
Guide; (2) Crisis management only focuses on the current crisis events, while crisis leadership aims to reduce the actual incidence of future crises and improve an organization's ability to deal with actual crises; (3) Crisis management focuses on the response process, ensuring that all standard procedures are adequately implemented; Crisis leadership, on the other hand, places more emphasis on people management to ensure that they have the right team and the right people in the right roles to manage the situations they face; (4) Crisis management focuses on the input and output of the organization, and focuses on the scope of impact of the event and the process of action; Crisis leaders must see the big picture, articulate hopes and visions, and make strategic decisions to lead the organization out of the crisis.

表1 危机管理与危机领导之间的区别 Table 1 Differences between crisis management and crisis leadership

注：表中内容由本研究整理，下同。 Note: The content in the table is compiled by this study, the same below.
MCGINN ${}^{[2]}$${}^{[2]}$^([2]){ }^{[2]} 指出："在危机中，需要的是领导，而不是管理。"由此，在危机情境中，最需要的是领导者积极应对情景化的问题，而不是进行流程化的管理操作。只有深入广泛地开展 "危机领导力"的相关研究，将危机领导力作为核心要素构建相关理论和实证支持，才能有效指导实践，真正有效应对当前危机频发的挑战。
"In a crisis, it's leadership, not management, that is needed," MCGINN ${}^{[2]}$${}^{[2]}$^([2]){ }^{[2]} noted. Therefore, in a crisis situation, what is most needed is for the leader to actively respond to the situational problem, rather than to carry out process-based management operations. Only by carrying out in-depth and extensive research on "crisis leadership" and building relevant theoretical and empirical support for crisis leadership as the core element can we effectively guide practice and truly effectively respond to the challenges of frequent crises at present.

常态领导力的研究经历了从传统的特质理论、行为理论和情境理论，到新近的交易型领导、变革型领导和魅力型领导等的发展过程。在危机属于"例外"和"小概率"事件的情形下，危机领导力在一定程度上等同于常态的领导力。然而，在危机"常态化"和"动态复杂"的过程视角下，危机领导力有别于常态的领导力 ${}^{[7]}$${}^{[7]}$^([7]){ }^{[7]} 。危机领导力和常态领导力具有显著的区别（见表 2）。现有领导力的研究多局限于"常态情境"，而危机领导力超越了传统领导力理论的范畴，更关注"突发典型情境"。常态领导力以稳定环境假设为前提，以效率管理为核心，解决的
The study of normal leadership has gone through the development process from the traditional trait theory, behavior theory and situational theory to the recent transactional leadership, transformational leadership and charismatic leadership. In situations where the crisis is an "exceptional" and "unprobable" event, crisis leadership is to some extent equivalent to normal leadership. However, from the perspective of the "normalization" and "dynamic complexity" of the crisis, crisis leadership is different from normal leadership ${}^{[7]}$${}^{[7]}$^([7]){ }^{[7]} . There is a significant difference between crisis leadership and normal leadership (see Table 2). While the existing research on leadership is mostly limited to "normal situations", crisis leadership goes beyond the scope of traditional leadership theories and focuses more on "sudden typical situations". Normal leadership is based on the assumption of a stable environment and takes efficiency management as the core to solve the problem

表 2 危机领导与常态领导之间的区别 Table 2 Difference Between Crisis Leadership and Normalcy Leadership

是完善、进步和发展的常态化问题；而危机领导力以复杂动态环境假设为前提，以化解冲突为核心，解决的是生死存亡的情景化问题 ${}^{[8]}$${}^{[8]}$^([8]){ }^{[8]} 。然而，对危机领导力作用规律的相关研究在现有文献中较为莫乏，究其原因，这与学界目前尚未明确界定危机领导力的概念、结构、测量等关键问题有关，也与缺乏体系化的理论指导组织管理实践相关。鉴于此，亟需开发有别于"常态效率管理"的危机领导力理论。
It is a normalized issue of improvement, progress and development; Crisis leadership, on the other hand, is premised on the assumption of a complex dynamic environment and centered on conflict resolution, and solves the existential situational problem ${}^{[8]}$${}^{[8]}$^([8]){ }^{[8]} . However, there is no shortage of research on the role of crisis leadership in the existing literature, which is related to the fact that the academic community has not clearly defined the concept, structure, measurement and other key issues of crisis leadership, and it is also related to the lack of systematic theoretical guidance for organizational management practice. In view of this, there is an urgent need to develop a crisis leadership theory that is different from "normal efficiency management".

目前，现有研究中关于 "危机领导力"的研究还比较少，对其界定还未形成统一的认知。回顾有关文献可发现，对于危机领导力的内涵及其有效性的研究大体可以分为组织内和组织外两种视角。从组织内部来看，危机领导力是领导者在突发事件中，能够影响、激励和带动他人实现共同目标，从而成功克服危机 ${}^{[9\sim 1]}$${}^{[9\sim 1]}$^([9∼1]){ }^{[9 \sim 1]} ，甚至是将"危机"转化为"机遇"的能力 ${}^{[2,12]}$${}^{[2,12]}$^([2,12]){ }^{[2,12]} 。从组织外部来看，危机领导力是领导者在危机中主动与利益相关者沟通，展示积极的领导行为，从而尽快推动组织进入恢复阶段、减少危机负面影响的能力 ${}^{[13,14]}$${}^{[13,14]}$^([13,14]){ }^{[13,14]} 。尽管研究视角不同，但这些界定都强调了危机领导力的核心不仅仅是减少危机带来的短暂影响，而是要从长期性和战略性的角度来带领组织在危机中实现生存和发展。
At present, there are still few studies on "crisis leadership" in existing studies, and there is no unified understanding of its definition. A review of the literature shows that the research on the connotation and effectiveness of crisis leadership can be broadly divided into two perspectives: intra-organizational and extra-organizational. From the perspective of an organization, crisis leadership is the ability of leaders to influence, motivate and lead others to achieve common goals in unexpected situations, so as to successfully overcome crises ${}^{[9\sim 1]}$${}^{[9\sim 1]}$^([9∼1]){ }^{[9 \sim 1]} , and even turn "crises" into "opportunities ${}^{[2,12]}$${}^{[2,12]}$^([2,12]){ }^{[2,12]} ". From the perspective of the organization, crisis leadership is the ability of leaders to proactively communicate with stakeholders in a crisis and demonstrate positive leadership behaviors, so as to push the organization into the recovery phase as soon as possible and reduce the negative impact of the crisis ${}^{[13,14]}$${}^{[13,14]}$^([13,14]){ }^{[13,14]} . Although the perspectives are different, these definitions emphasize that the core of crisis leadership is not only to reduce the short-term impact of a crisis, but to lead the organization to survive and thrive in a crisis from a long-term and strategic perspective.

从危机领导力的维度来看，其研究主要有两个分支，第一个分支集中于危机领导者须具备的"能力素质"，第二个分支则集中于危机中领导的"行为表现"。从特质角度出发，现有许多文献探讨了危机领导者的个人特质，其中包括：正直、智慧、魅力、远见、沟通、真实性、影响力、管理情绪、自我意识、参与决策和有效的判断力等在危机时期非常重要 ${}^{[15,16\sim 18]}$${}^{[15,16\sim 18]}$^([15,16∼18]){ }^{[15,16 \sim 18]} 。KAPUCU 等 ${}^{[19]}$${}^{[19]}$^([19]){ }^{[19]} 的研究探讨了灾难性危机时期的领导能力，发现具有自信、果断、分析能力、承担责任的意愿和强有力的委派能力的果断型领导更受青睐。此外，还有一些研究表明，在危机面前，代理式或权威式领导风格通常是首选 ${}^{[20]}$${}^{[20]}$^([20]){ }^{[20]} 。 MULDER 等 ${}^{[21]}$${}^{[21]}$^([21]){ }^{[21]} 的研究也表明，危机期间的决策不应被分享，直接下属更倾向于一种强有力的领导类型，领导的上级对其评价更为有利。此外，LOCKWOOD ${}^{[6]}$${}^{[6]}$^([6]){ }^{[6]} 特别强调了领导者情商，如"同理心、自我意识、说服力、团队合作和人际关系协调"等能力在危机管理过程中的重要性。
From the perspective of crisis leadership, there are two main branches of research, the first branch focuses on the "competence qualities" that crisis leaders must have, and the second branch focuses on the "behavioral performance" of leaders in crisis. From the perspective of traits, there is a lot of literature that explores the personal characteristics of crisis leaders, including integrity, wisdom, charisma, vision, communication, authenticity, influence, managing emotions, self-awareness, participation in decision-making, and effective judgment ${}^{[15,16\sim 18]}$${}^{[15,16\sim 18]}$^([15,16∼18]){ }^{[15,16 \sim 18]} . KAPUCUU ET AL. ${}^{[19]}$${}^{[19]}$^([19]){ }^{[19]} EXPLORED LEADERSHIP IN TIMES OF CATASTROPHIC CRISIS AND FOUND THAT DECISIVE LEADERS WITH ASSERTIVENESS, DECISIVENESS, ANALYTICAL SKILLS, WILLINGNESS TO TAKE RESPONSIBILITY, AND STRONG DELEGATION SKILLS ARE PREFERRED. In addition, there are studies that show that a proxy or authoritative leadership style is often preferred in the face of a crisis ${}^{[20]}$${}^{[20]}$^([20]){ }^{[20]} . MULDER ET AL.'S ${}^{[21]}$${}^{[21]}$^([21]){ }^{[21]} RESEARCH ALSO SHOWS THAT DECISIONS MADE DURING A CRISIS SHOULD NOT BE SHARED, AND THAT DIRECT REPORTS ARE MORE INCLINED TO A STRONG TYPE OF LEADERSHIP, WITH LEADERS BEING MORE FAVORABLE TO THEIR SUPERIORS. IN ADDITION, LOCKWOOD ${}^{[6]}$${}^{[6]}$^([6]){ }^{[6]} SPECIFICALLY EMPHASIZED THE IMPORTANCE OF A LEADER'S EMOTIONAL INTELLIGENCE, SUCH AS "EMPATHY, SELF-AWARENESS, PERSUASION, TEAMWORK, AND INTERPERSONAL COORDINATION," IN THE CRISIS MANAGEMENT PROCESS.

从行为角度出发，WOOTEN 等 ${}^{[22]}$${}^{[22]}$^([22]){ }^{[22]} 的研究突破了仅关注领导特质的局限，认为危机领导力包括"决策、沟通、创造组织能力、维持有效的
FROM A BEHAVIORAL PERSPECTIVE, WOOTEN ET AL.'S ${}^{[22]}$${}^{[22]}$^([22]){ }^{[22]} STUDY BREAKS THROUGH THE LIMITATIONS OF FOCUSING ONLY ON LEADERSHIP TRAITS, ARGUING THAT CRISIS LEADERSHIP INCLUDES "DECISION-MAKING, COMMUNICATION, CREATING ORGANIZATIONAL SKILLS, AND MAINTAINING EFFECTIVENESS."

组织文化、管理多个部门和发展人力资本"等多项行为，并指出在不同的危机管理阶段需要不同的领导行为。在信号侦测阶段，意义构建和观点获取是重要的领导任务。在预防阶段，问题陈述、组织敏捷性和创造性是 3 个关键的领导行为；在控制阶段，决策制定、有效沟通和风险承担是核心的领导行为；在业务恢复阶段，领导者需要提高组织的韧性和正直的行为；在学习阶段，领导者的学习取向对组织在危机中的成功至关重要。进一步地，BOIN 等 ${}^{[23]}$${}^{[23]}$^([23]){ }^{[23]} 提出了高层管理人员在危机管理阶段的 10 项关键任务，即早期预警、意义构建、制定关键决策、兼顾横向与纵向协调、耦合和解耦、意义创造、沟通、赋予责任、学习和提升组织弹性。总体而言，目前文献中关于"危机领导力"的研究都比较零散，没有对"危机领导力"的内涵形成统一的界定，而对其维度的研究要么仅仅探讨"领导特质"，要么聚焦于某些"领导行为"，均没有形成系统性的研究，这严重阻碍了危机领导力的发展。鉴于此，本研究正是基于实践的需要和理论的空白，以情境化的案例研究为核心，系统性地提炼危机领导力的内涵和结构。
organizational culture, managing multiple departments, and developing human capital", and noted that different leadership behaviors are needed in different stages of crisis management. In the signal detection stage, meaning construction and opinion capture are important leadership tasks. In the prevention phase, problem statement, organizational agility, and creativity are the 3 key leadership behaviors; In the control phase, decision-making, effective communication, and risk-taking are core leadership behaviors; During the business recovery phase, leaders need to improve the resilience and integrity of the organization; During the learning phase, a leader's learning orientation is critical to an organization's success in a crisis. FURTHER, BOIN ET AL. ${}^{[23]}$${}^{[23]}$^([23]){ }^{[23]} PROPOSED 10 KEY TASKS FOR TOP MANAGERS IN THE CRISIS MANAGEMENT STAGE, NAMELY, EARLY WARNING, MEANING BUILDING, MAKING KEY DECISIONS, TAKING INTO ACCOUNT HORIZONTAL AND VERTICAL COORDINATION, COUPLING AND DECOUPLING, MEANING CREATION, COMMUNICATION, EMPOWERMENT, LEARNING, AND IMPROVING ORGANIZATIONAL RESILIENCE. In general, the current research on "crisis leadership" in the literature is relatively scattered, and there is no unified definition of the connotation of "crisis leadership", and the research on its dimensions either only discusses "leadership characteristics" or focuses on certain "leadership behaviors", and there is no systematic research, which seriously hinders the development of crisis leadership. In view of this, this study is based on the needs of practice and the gap of theory, and takes contextualized case studies as the core to systematically refine the connotation and structure of crisis leadership.

学者们根据研究任务的不同，把案例研究方法的运用模式分为探索型、描述型和验证型 3 类 ${}^{[24]}$${}^{[24]}$^([24]){ }^{[24]} 。其中，探索性案例研究模式主要通过对于新现象和新实践进行探索，从而挖掘新理论 ${}^{[25]}$${}^{[25]}$^([25]){ }^{[25]} 。该模式可简洁地用"先案例探索 + 后理论升华"来表示。本研究采用单案例进行探索性研究，主要原因如下。
According to the different research tasks, scholars divide the application mode of case study method into three categories: exploratory, descriptive and validatory ${}^{[24]}$${}^{[24]}$^([24]){ }^{[24]} . Among them, the exploratory case study model mainly explores new phenomena and new practices to explore new theories ${}^{[25]}$${}^{[25]}$^([25]){ }^{[25]} . This pattern can be succinctly expressed as "case exploration + theory sublimation later". This study is an exploratory study using a single case for the following reasons.
（1）案例研究的目标是构建理论，需要扎根于现象之中，以案例为载体，从而一步步将数据归纳为理论。由于本研究旨在回答突发事件情境中，危机领导力是什么（what），以及如何通过其维度结构影响组织的生存发展等问题，从而构建危机领导力的概念与结构。基于此，本研究选择"中国机长刘传健"在客机右前挡风玻璃破裂的情况下依然成功迫降的案例进行研究，作为理论构建的第一步。
(1) The goal of the case study is to construct a theory, which needs to be rooted in the phenomenon and use the case as the carrier, so as to summarize the data into a theory step by step. This study aims to answer the questions of what crisis leadership is and how it affects the survival and development of organizations through its dimensional structure, so as to construct the concept and structure of crisis leadership. Based on this, this study selects the case of "Chinese Captain Liu Chuanjian" who successfully made a forced landing despite the rupture of the right front windshield of the passenger plane as the first step in the theoretical construction.
（2）单案例研究指的是针对一个极端的、独特的、罕见的管理情境进行深入剖析和探讨，其优点是故事性强，引人人胜，能够带来不寻常的新见解和启发性 ${}^{[26]}$${}^{[26]}$^([26]){ }^{[26]} 。刘传健机长驾机成功迫降创造了"人类民航史的奇迹"，国家授予其英雄称号，他的真实事件还被改编为电影《中国机
(2) A single case study refers to an in-depth analysis and discussion of an extreme, unique and rare management situation, which has the advantage of being a strong story, fascinating, and able to bring unusual new insights and inspiration ${}^{[26]}$${}^{[26]}$^([26]){ }^{[26]} . Captain Liu Chuanjian's successful forced landing created a "miracle in the history of human civil aviation", and the state awarded him the title of hero, and his real events were also adapted into the movie "Chinese Aircraft".

长》于2019年10月在中国上映，引起巨大社会反响，因此，该案例极具典型性和代表性，也非常具有研究价值。
Long was released in China in October 2019 and caused great social repercussions, so this case is very typical and representative, and it is also very valuable for research.
（3）单案例研究必须是有唯一的或者是独特的数据获得途径。在这一方面本研究课题组不仅收集了大量二手数据，还与刘传健机长本人进行了深度面对面访谈，以及对航空业的管理人员和专业人员均进行了访谈，从而可以系统、深入、多角度地揭示案例所对应的现象和本质，保证案例研究的可信度。
(3) A single case study must have a unique or unique way of obtaining data. In this regard, the research team not only collected a large number of second-hand data, but also conducted in-depth face-to-face interviews with Captain Liu Chuanjian himself, as well as interviews with managers and professionals in the aviation industry, so as to reveal the phenomenon and essence of the case in a systematic, in-depth and multi-angle manner and ensure the credibility of the case study.

本研究在案例选择方面，主要遵循典型性原则 ${}^{[26]}$${}^{[26]}$^([26]){ }^{[26]} 。所选案例主人公刘传健的简介如下：男，1972年出生，中共党员，1991年就读空军第二飞行学院飞行技术专业后留校任教，2006年从部队退役加入四川航空股份有限公司。2018年5月14日，刘传健驾驶 3U8633航班由重庆飞往拉萨的途中，在 9800 米高空，客机右前挡风玻璃突然爆裂，副驾驶被吸出舱外，驾驶舱温度骤降到一 ${40}^{\circ }\mathrm{C}$${40}^{\circ }\mathrm{C}$40^(@)C40^{\circ} \mathrm{C} 。在缺氧、风压和极寒的驾驶舱内，他本人也被巨大的力量所撕扯，且许多飞行控制组件被巨大的爆破气流撕裂变形，驾驶舱设备显示满屏红色故障信息，飞机以超过 $800\mathrm{km}/\mathrm{h}$$800\mathrm{km}/\mathrm{h}$800km//h800 \mathrm{~km} / \mathrm{h} 的速度，并以较大的左坡度和向下的俯角急速俯冲……（以下简称川航 $5\cdot 14$$5\cdot 14$5*145 \cdot 14 事件）。在世界民航史上，除了川航 $5\cdot 14$$5\cdot 14$5*145 \cdot 14 事件外，只出现过一次客机风挡玻璃脱落故障，即 29 年前的英航 5390 航班事件。当时机长也被吸出窗外，全靠副驾驶操纵才安全降落。但英航的那次意外，飞机的高度只有 5300 米，速度也更慢，而刘传健机长当时面临的情况则要危急得多。
In terms of case selection, this study mainly follows the principle of ${}^{[26]}$${}^{[26]}$^([26]){ }^{[26]} typicality. The profile of Liu Chuanjian, the protagonist of the selected case, is as follows: male, born in 1972, a member of the Communist Party of China, studied flight technology at the Second Flight Academy of the Air Force in 1991 and stayed in the school to teach, and retired from the army in 2006 to join Sichuan Airlines Co., Ltd. On May 14, 2018, Liu Chuanjian piloted flight 3U8633 from Chongqing to Lhasa, at an altitude of 9,800 meters, the right front windshield of the passenger plane suddenly burst, the co-pilot was sucked out of the cabin, and the cockpit temperature plummeted to one ${40}^{\circ }\mathrm{C}$${40}^{\circ }\mathrm{C}$40^(@)C40^{\circ} \mathrm{C} . In the cockpit of lack of oxygen, wind pressure, and extreme cold, he himself was torn apart by tremendous force, and many flight control components were torn and deformed by the huge blasting air current, and the cockpit equipment displayed a full screen of red fault information, and the plane swooped at a speed exceeded $800\mathrm{km}/\mathrm{h}$$800\mathrm{km}/\mathrm{h}$800km//h800 \mathrm{~km} / \mathrm{h} , with a large left slope and a downward depression angle...... (hereinafter referred to as the Sichuan Airlines $5\cdot 14$$5\cdot 14$5*145 \cdot 14 incident). In the history of civil aviation in the world, except for the Sichuan Airlines $5\cdot 14$$5\cdot 14$5*145 \cdot 14 incident, there has only been one failure of the windshield of a passenger aircraft, that is, the British Airways Flight 5390 incident 29 years ago. At that time, the captain was also sucked out of the window, and it was all controlled by the co-pilot to land safely. But in the British Airways accident, the plane was only 5,300 meters high and slower, and Captain Liu Chuanjian was in a much more critical situation.

川航 $5\cdot 14$$5\cdot 14$5*145 \cdot 14 事件中，没有任何可供参考的操作，也没有任何有效指示（航班已经和空管失去联系），所面临的几乎每一个条件都是致命的。但刘传健机长克服生理和心理的极限，控制住了飞机，经过 34 分钟的生死搏击后，最终成功迫降在成都双流机场，119名乘客无一受伤， 9名机组人员也只有副驾驶和一名空乘人员受伤！这不仅在中国民航史上是壮举，在世界民航史上都堪称奇迹。事后民航局调查组发现，在刘传健机长备降的 36 个操作里，只要有一个失误，都可能导致飞机失去控制，调查组甚至进行了 10 次类似的模拟飞行测试，结果都是坠机。但是，刘传健机长却做到了！在此过程中充分展现了他的危机领导力。鉴于此，本研究以"中国机长刘传健"的案例为基础，进行深入分析，提炼危机领导力的概念和结构。
In the Sichuan Airlines $5\cdot 14$$5\cdot 14$5*145 \cdot 14 incident, there was no reference to any action, and there were no valid instructions (the flight had lost contact with air traffic control), and almost every condition faced was fatal. However, Captain Liu Chuanjian overcame the physical and psychological limits, controlled the plane, and after 34 minutes of life-and-death struggle, he finally successfully landed at Chengdu Shuangliu Airport, where none of the 119 passengers were injured, and only the co-pilot and one flight attendant of the 9 crew members were injured! This is not only a feat in the history of China's civil aviation, but also a miracle in the history of world civil aviation. After the incident, the investigation team of the Civil Aviation Administration found that in the 36 operations of Captain Liu Chuanjian's alternate landing, as long as there was a mistake, it could cause the plane to lose control, and the investigation team even conducted 10 similar flight simulation tests, all of which turned out to be crashes. However, Captain Liu Chuanjian did it! His crisis leadership has been demonstrated in the process. In view of this, this study is based on the case of "Chinese Captain Liu Chuanjian" to conduct an in-depth analysis and refine the concept and structure of crisis leadership.

本研究遵循文献［25］的建议，采用了多种数据收集相结合的方式来进行案例研究。本研究的数据收集与分析工作在 2019 年 10 月～ 2020 年 5 月，历时 7 个月，由 2 名核心研究人员及 4 名研究助理共同完成。数据收集工作围绕 “中国机长刘传健"的案例展开，共包括 4 类数据：(1)《中国机长》电影资料、央视访谈视频、官方媒体对于刘传健的采访和报道；（2）对刘传健本人的深度访谈；（3）对某高校 EMBA 学员班中的 48 位民航业高层管理人员进行焦点小组访谈；(4)对 9 位民航飞行员进行专家访谈。将以上 4 类材料转录成可编码的文字材料，共计 29万字。总之，资料的收集过程既包含 “二手新闻资料”，又包含"一手访谈资料”，并且访谈数据涵盖了机长本人、管理人员和专业人员等多个角度。具体阐述如下。
Following the recommendations of Ref. [25], this study uses a combination of data collection methods to conduct case studies. The data collection and analysis of this study lasted 7 months from October 2019 ~ May 2020, and was completed by 2 core researchers and 4 research assistants. The data collection work revolves around the case of "Chinese Captain Liu Chuanjian", which includes four types of data: (1) the film materials of "Chinese Captain", CCTV interview videos, and interviews and reports on Liu Chuanjian by official media; (2) an in-depth interview with Liu Chuanjian himself; (3) Focus group interviews with 48 senior executives in the civil aviation industry in the EMBA trainee class of a university; (4) Expert interviews with 9 civil aviation pilots. Transcribe the above 4 types of materials into encodeable text materials, totaling 290,000 words. In short, the data collection process includes both "second-hand news materials" and "first-hand interview materials", and the interview data covers multiple perspectives such as the captain himself, managers and professionals. The details are as follows.
（1）媒体访谈和报道资料 在川航 $5\cdot 14$$5\cdot 14$5*145 \cdot 14 事件后，央视对刘传健机长进行了多次深度访谈，包括《面对面：生死迫降》（2018年5月19日）、《感动中国》（2019 年 2 月 18 日）、《开讲啦》 （2019 年 3 月 23 日），以及《面对面：中国机长刘传健》（2019年11月04日），共计135分钟视频资料，转换成逐字稿约 3.4 万字；此外，许多媒体如《搜狐网》《腾讯新闻网》和《四川新闻网》等对刘传健进行了采访和报道，对这些媒体进行搜索和整理，共形成资料约 2.2 万字 ${}^{(1)}$${}^{(1)}$^((1)){ }^{(1)} 。
(1) Media interviews and reporting materials After the Sichuan Airlines $5\cdot 14$$5\cdot 14$5*145 \cdot 14 incident, CCTV conducted a number of in-depth interviews with Captain Liu Chuanjian, including "Face to Face: Life and Death Forced Landing" (May 19, 2018), "Moving China" (February 18, 2019), "Let's Talk" (March 23, 2019), and "Face to Face: Chinese Captain Liu Chuanjian" (November 4, 2019), a total of 135 minutes of video materials, which were converted into about 34,000 words of verbatim script; In addition, many media outlets, such as "Sohu", "Tencent News and Sichuan News Network", interviewed and reported on Liu Chuanjian, searched and sorted out these media, and formed a total of about 22,000 words ${}^{(1)}$${}^{(1)}$^((1)){ }^{(1)} .
（2）深度访谈——刘传健机长 在认真分析媒体访谈和报道资料的基础上，课题组成员与刘传健机长进行了多对一的调研访谈。在 2019年11月2～3日，对刘传健本人先后进行了两次深度面对面访谈，深度访谈的问题包括刘传健的成长背景、空军生涯、执教经历、民航生涯、川航 $5\cdot 14$$5\cdot 14$5*145 \cdot 14 事件过程、应对方式、事后回顾等七大方面的内容。两次访谈共计约 4 小时 18 分钟，整理访谈记录约 7.4 万字。
(2) In-depth Interview - Captain Liu Chuanjian On the basis of careful analysis of media interviews and reporting materials, the members of the research group conducted a many-to-one research interview with Captain Liu Chuanjian. On November 2~3, 2019, two in-depth face-to-face interviews were conducted with Liu Chuanjian, and the questions of the in-depth interviews included Liu Chuanjian's growth background, Air Force career, coaching experience, civil aviation career, Sichuan Airlines $5\cdot 14$$5\cdot 14$5*145 \cdot 14 incident process, coping methods, and post-event review. The two interviews totaled about 4 hours and 18 minutes, and the interview records were about 74,000 words.
（3）焦点小组访谈——管理人员 这 48 位民航业高层管理人员中有 40 位为男性（占 $83.33\mathrm{\%}$$83.33\mathrm{\%}$83.33%83.33 \% ），平均年龄为 34.98 岁，所属企业均为各大航空公司，并且都在各自企业中担任各类管理或业务要职，如总裁（占 $4.16\mathrm{\%}$$4.16\mathrm{\%}$4.16%4.16 \% ）、经理占 （ $39.58\mathrm{\%}$$39.58\mathrm{\%}$39.58%39.58 \% ）、部长（占 $6.25\mathrm{\%}$$6.25\mathrm{\%}$6.25%6.25 \% ）、主管（占 $14.58\mathrm{\%}$$14.58\mathrm{\%}$14.58%14.58 \% ）、工程师（占 $6.25\mathrm{\%}$$6.25\mathrm{\%}$6.25%6.25 \% ）以及民航飞行员（占 $12.50\mathrm{\%}$$12.50\mathrm{\%}$12.50%12.50 \% ）等。他们不仅对航空事故的特殊性和复杂性具有专业的判断；同时，还在企业中担任中高层管
(3) Focus group interviews - managers 40 of the 48 senior managers in the civil aviation industry are male $83.33\mathrm{\%}$$83.33\mathrm{\%}$83.33%83.33 \% , with an average age of 34.98 years old, and they belong to major airlines, and all hold various management or business positions in their respective enterprises, such as president $4.16\mathrm{\%}$$4.16\mathrm{\%}$4.16%4.16 \% , manager $39.58\mathrm{\%}$$39.58\mathrm{\%}$39.58%39.58 \% , minister $6.25\mathrm{\%}$$6.25\mathrm{\%}$6.25%6.25 \% , supervisor $14.58\mathrm{\%}$$14.58\mathrm{\%}$14.58%14.58 \% , engineer $6.25\mathrm{\%}$$6.25\mathrm{\%}$6.25%6.25 \% and civil aviation pilots ( $12.50\mathrm{\%}$$12.50\mathrm{\%}$12.50%12.50 \% occupied), etc. They not only have professional judgment on the specificity and complexity of aviation accidents; At the same time, he also serves as a middle and senior manager in the enterprise
(1) 电影《中国机长》由于经过了艺术加工，因此，仅作为对案例情境化的了解，但不进行编码分析。
(1) Because the movie "Chinese Captain" has undergone artistic processing, it is only used as a contextualized understanding of the case, but not for coding analysis.

理职位，需要经常应对各类突发事件，因而非常契合本研究的主题。针对本研究的目标和研究样本的特殊性，设计了如下问题：刘传健机长在川航 $5\cdot 14$$5\cdot 14$5*145 \cdot 14 事件中是如何应对这些巨大危机与挑战的？展现了他怎样的领导力品质？在回答该问题之前，所有高层管理学员均认真学习了刘传健机长的教学案例。在对案例有足够了解的基础上，这些高管学员结合民航的专业知识背景，在课堂上进行了充分、深度和详细地讨论，并于课后将访谈过程中的要点进行了整理，论述十分丰富，每份访谈资料的平均字数约为 2500 字左右，最终整理质性资料近 12 万字。
The management position requires frequent response to various emergencies, so it is very suitable for the theme of this study. In view of the objectives of this study and the particularity of the research sample, the following questions were designed: How did Captain Liu Chuanjian deal with these huge crises and challenges in the Sichuan Airlines $5\cdot 14$$5\cdot 14$5*145 \cdot 14 incident? What kind of leadership qualities do you demonstrate? Before answering this question, all senior management trainees carefully studied the teaching case of Captain Liu Chuanjian. On the basis of a sufficient understanding of the case, these senior executives combined with the professional knowledge background of civil aviation, conducted a full, in-depth and detailed discussion in the classroom, and sorted out the key points in the interview process after the class, and the discussion was very rich, with an average word count of about 2,500 words per interview material, and finally nearly 120,000 words of qualitative information.
（4）专业人员访谈 课题组成员访谈了 9位民航飞行员，包括 2 位副驾驶和 7 位机长，这些被访者均为男性，平均飞行年限 9.67 年。被访者根据刘传健机长成功迫降的案例并结合自身曾经处置特殊情况的经历，据此详细阐述危机情境中民航飞行员需要具备哪些胜任的心理特质。访谈结束后，根据访谈时获取的素材，由数据公司将访谈的录音进行专业的转录并进行整理，最后形成文本格式，以便后续的编码。共计获得 9 位被访者录音近 300 分钟，转换后的文本约 4 万字。
(4) Professional interviews The members of the research group interviewed 9 civil aviation pilots, including 2 co-pilots and 7 captains, all of whom were male, with an average flight experience of 9.67 years. Based on the case of Captain Liu Chuanjian's successful forced landing and his own experience in dealing with special situations, the interviewees elaborated on the psychological characteristics that civil aviation pilots need to possess in crisis situations. After the interview, according to the materials obtained during the interview, the data company will professionally transcribe and organize the audio recording of the interview, and finally form a text format for subsequent encoding. A total of nearly 300 minutes of audio recording was obtained from 9 respondents, and the converted text was about 40,000 words.

整体来看，新闻媒体报道等二手数据获取方便，具有较高的客观性，能帮助研究者快速了解案例的整体信息，但是这方面的信息细节性和集中性较为有限，研究者难以根据感兴趣的问题进行深入挖掘。为此，课题组围绕案例进一步收集了大量的访谈数据，包括对刘传健机长本人的深度访谈、对民航管理人员的焦点访谈以及对专业飞行员的访谈，这部分数据有较高的适用性、针对性和探索性，能够在不断深入探索、寻找、修改和确定一手数据的过程中更好地实现理论构建 ${}^{[25]}$${}^{[25]}$^([25]){ }^{[25]} 。通过多种途径收集不同类型的数据，一方面，能够有效建立研究问题与研究结论之间的证据链，保证结论的内部效度；另一方面也可以实现对本研究结论的三角验证，最大限度的提升外部效度。
On the whole, second-hand data such as news media reports are easy to obtain and have high objectivity, which can help researchers quickly understand the overall information of the case, but the details and concentration of information in this regard are relatively limited, and it is difficult for researchers to dig deeper according to the questions they are interested in. To this end, the research team further collected a large number of interview data around the case, including an in-depth interview with Captain Liu Chuanjian himself, a focus interview with civil aviation management personnel and an interview ${}^{[25]}$${}^{[25]}$^([25]){ }^{[25]} with professional pilots 。 Collecting different types of data through a variety of ways, on the one hand, can effectively establish the evidence chain between the research question and the research conclusion, and ensure the internal validity of the conclusion; On the other hand, the triangulation of the conclusions of this study can also be realized, and the external validity can be maximized.

针对以上获取的 4 个部分的质性资料，本研究借鉴经典扎根理论 ${}^{[27,28]}$${}^{[27,28]}$^([27,28]){ }^{[27,28]} 的编码步骤和技术，按照开放性和选择性编码 2 个阶段先进行实质性编码，随后在此基础上进行理论编码 ${}^{(1)}$${}^{(1)}$^((1)){ }^{(1)} 。编码过程主要由课题组核心成员和 4 位研究助理完成。在编码开始前，对 4 位研究助理进行了统一的编码培训：(1)观看《中国机长》影片，对
In view of the qualitative data obtained in the above four parts, this study draws on ${}^{[27,28]}$${}^{[27,28]}$^([27,28]){ }^{[27,28]} the coding steps and techniques of classical grounded theory, and conducts substantive coding first according to two stages: open and selective coding, and then carries out theoretical coding on this basis ${}^{(1)}$${}^{(1)}$^((1)){ }^{(1)} . The coding process is mainly completed by the core members of the research group and 4 research assistants. Before the start of coding, the 4 research assistants were trained in unified coding: (1) Watch the film "Chinese Captain", right

案例所处的极端情境建立生动的认识；(2)学习刘传健机长的教学案例，从客观真实的角度了解该案例的全貌；（3）学习经典扎根理论编码的基础知识、编码目的和编码规则。在完成上述培训后，4名研究助理在课题组核心成员的组织下开始进行如下编码流程。
Establish a vivid understanding of the extreme situations in which the case is situated; (2) Learn the teaching case of Captain Liu Chuanjian and understand the whole picture of the case from an objective and true perspective; (3) Learn the basic knowledge, coding purpose and coding rules of classical grounded theory coding. After completing the above training, the four research assistants began to carry out the following coding process under the organization of the core members of the research group.

（1）步骤1：开放性编码 首先，对原始问卷资料的任何可以编码的句子或片段进行语义拆分，以"贴标签"的方式归纳每个语义切片的内涵，实现将原始资料概念化；随后，将资料进行打碎和抽象化，再对抽象出来的概念进行重组。进行本步骤时，课题组对原始访谈资料逐字逐句分析，为了尽量减少研究者个人的偏见、定见或影响，尽量使用半结构化问卷中的原始表述作为标签，以从中发掘初始概念。课题组两名核心成员和 4 名研究助理对所有资料进行了逐行审阅，将原始资料分解成若干独立事件，共抽取 1158 个语义切片，删除 321 个与危机情境无关的语义切片，最终剩余 837 个语义切片进行一级编码。由于一级编码概念的层次相对较低，数量非常庞杂且存在一定程度的交叉，因此，需要进一步提炼以将相关的概念"聚拢"在一起，进行二级编码。进行二级编码时，仅仅保留出现频次在 3 次及以上的一级编码。在剔除过程中，4位研究助理交叉验证所有的编码材料。在编码验证完成一半时，课题组核心成员组织所有研究助理讨论二级编码中存在的分歧，当所有人达成共识后，再进行另一半的编码归类。经过以上过程，归纳整理为 432 个一级编码和 67个二级编码。开放性编码结果见表3 ${}^{(2)}$${}^{(2)}$^((2)){ }^{(2)} 。
(1) Step 1: Open coding Firstly, any sentence or fragment that can be encoded of the original questionnaire data is semanticly split, and the connotation of each semantic slice is summarized in the way of "labeling" to realize the conceptualization of the original data. Subsequently, the data is broken up and abstracted, and the abstract concepts are reassembled. In this step, the research team analyzed the original interview data word by word, and in order to minimize the bias, prejudice or influence of the researcher, the original expression in the semi-structured questionnaire was used as a label to explore the initial concept. Two core members of the research group and four research assistants reviewed all the data line by line, decomposed the original data into several independent events, extracted a total of 1158 semantic slices, deleted 321 semantic slices unrelated to the crisis situation, and finally left 837 semantic slices for first-level encoding. Due to the relatively low level of first-level coding concepts, the number is very large and complex, and there is a certain degree of crossover, therefore, it needs to be further refined to "gather" related concepts together for second-level coding. In the case of secondary encoding, only primary encoding that occurs 3 times or more is retained. During the rejection process, 4 research assistants cross-validated all coded material. When the coding verification is halfway completed, the core members of the research group organize all the research assistants to discuss the differences in the secondary coding, and then classify the other half of the coding after everyone reaches a consensus. After the above process, it is summarized into 432 first-level codes and 67 second-level codes. The results of open coding are shown in Table 3 ${}^{(2)}$${}^{(2)}$^((2)){ }^{(2)} .
（2）步骤2：选择性编码 在该步骤，需要将类似的"开放性编码"聚集到更抽象的概念类别中。需要注意的是，选择性编码还需要不断地在数据和涌现的概念类别之间移动，以确保涌现的核心范畴准确地捕获了这一现象 ${}^{[27]}$${}^{[27]}$^([27]){ }^{[27]} 。在数据分析期间，通过查阅了大量关于危机管理和领导力的文献，以确保现有研究能够从数据提炼过程中产生新的理论洞见。在这一阶段，
(2) Step 2: Selective Coding In this step, similar "open coding" needs to be clustered into more abstract categories of concepts. It's important to note that selective coding also requires constant movement between the data and emerging conceptual categories to ensure that the emerging core categories accurately capture this phenomenon ${}^{[27]}$${}^{[27]}$^([27]){ }^{[27]} . During data analysis, a large body of literature on crisis management and leadership was reviewed to ensure that existing research could generate new theoretical insights from the data refinement process. At this stage,

注：Axx 代表新闻媒体报道、Bxx 代表机长深度访谈、Cxx 代表管理人员访谈、Dxx 代表专业人员访谈。
Note: Axx stands for News Media Coverage, Bxx stands for Captain's In-Depth Interview, Cxx stands for Executive Interview, and Dxx stands for Professional Interview.

对开放性编码得到的概念和范畴进行重新归类，逐个详细分析，并辅以原始资料挖掘和对比研究。当研究团队对分类满意，达到数据饱和——即类别结构是稳定的，没有新的解释出现，每个类别都可以用文本中的范例来支持时，选择性编码就完成了。课题组在这一步编码中，得到了 67 个二级编码并归纳到 12 个核心范畴当中。此外，还请 4 位研究助理进行逆向验证，即研究助理根据课题组确定的 12 个核心范畴将以上形成的 67 个二级编码进行归类，如果发现不能归入已有核心范畴就增加新的范畴，每完成一次，课题组核心成员与 4 位研究助理共同讨论存在的分歧，如此反复直到 4 位研究助理达成共识，并且所编码的一致性系数达到了研究要求 ${}^{[50]}$${}^{[50]}$^([50]){ }^{[50]} （Cohen’s kappa>0.85）。最后，经过研究助理的逆向验证，进一步确认了 12 个二级编码。
The concepts and categories obtained from open coding are reclassified and analyzed in detail one by one, supplemented by original data mining and comparative research. Selective coding is complete when the research team is satisfied with the classification, reaching data saturation – that is, the category structure is stable, no new explanations have emerged, and each category can be supported by examples in the text. In this step of coding, the research group obtained 67 second-level codes and summarized them into 12 core categories. In addition, 4 research assistants were also asked to conduct reverse verification, that is, the research assistants classified the 67 secondary codes formed above according to the 12 core categories determined by the research group, and ${}^{[50]}$${}^{[50]}$^([50]){ }^{[50]} added new categories if they were found to be unable to be classified into the existing core categories （Cohen’s kappa>0.85）。 Finally, 12 secondary codes were further confirmed by reverse validation by the research assistant.

经过实质性编码阶段，危机领导力的核心范畴已经涌现，课题组根据核心范畴进行理论性编码，并在此基础上进行理论建构。在理论编码阶段，范畴与范畴之间的关系已经初步显现，而这一阶段的编码目的就是通过反复比对和讨论，以确定不同的核心范畴是否能够合并成为一个更大的"理论概念"，从而构建理论。在这个过程中，课题组邀请管理专业领域的 1名教授、 2 名博士后研究人员以及 1 名博士研究生对实质性编码阶段得到的 12 个核心范畴的内涵和性质进行深入剖析，结合编码并经过多轮反复讨论，最终形成七大理论编码和 14 个对应核心范畴。
After the substantive coding stage, the core category of crisis leadership has emerged, and the research group conducts theoretical coding according to the core category, and carries out theoretical construction on this basis. In the theoretical coding stage, the relationship between categories has been initially revealed, and the purpose of coding at this stage is to determine whether different core categories can be merged into a larger "theoretical concept" through repeated comparison and discussion, so as to construct a theory. In this process, the research group invited 1 professor, 2 postdoctoral researchers and 1 doctoral student in the field of management to conduct an in-depth analysis of the connotation and nature of the 12 core categories obtained in the substantive coding stage, combined with coding and after many rounds of repeated discussions, finally formed seven theoretical coding and 14 corresponding core categories.

为进一步提升结果的可信性和有效性，上述人员针对上一轮中析出的危机领导力 7 个理论范畴和 14 个副范畴的结果分别进行独立编码。然后，再汇总讨论，如此反复直到意见一致。经过 3 轮讨论和修改，最终形成包含 6 个主范畴和 12 个副范畴的危机领导力概念结构维度。
In order to further enhance the credibility and validity of the results, the results of the 7 theoretical categories and 14 sub-categories of crisis leadership that were precipitated in the previous round were independently coded. Then, summarize the discussion, and so on until you agree. After 3 rounds of discussion and revision, the conceptual structure dimension of crisis leadership was finally formed, which included 6 main categories and 12 sub-categories.

在危机常态化和动态复杂的环境中，危机中的领导力不同于以往的传统领导力，它突破了传统领导力的很多职责和范畴。危机领导力需要打破常规，要创造性地解决难题。结合已有文献，在分析案例材料和扎根理论的基础上，本研究将危机领导力定义为在动态复杂且不确定的紧急情境下，领导者勇于担责、坚定信念，以驾驭全局和凝聚人心的能力，带领组织转危为机，从而最终实现组织目标的过程。危机领
In the normalized and dynamic environment of crisis, leadership in crisis is different from traditional leadership in the past, and it breaks through many responsibilities and categories of traditional leadership. Crisis leadership requires breaking the mold and solving difficult problems creatively. Based on the existing literature, case studies and grounded theories, this study defines crisis leadership as the process in which leaders have the courage to take responsibility, strengthen their beliefs, and lead the organization to turn crises into opportunities with the ability to control the overall situation and unite people's minds in dynamic complex and uncertain emergency situations, so as to finally achieve organizational goals. Crisis Collar

导力包括预警力（Forsee the crisis）、担当力 (Load the responsibility)、信念力 (Insist on the faith）、驾驭力（Govern the situation）、凝聚力 （Head the people）和成长力（Thrive on crisis），取每个核心维度的第一个字母，就构成了危机领导力六力（FLIGHT）模型（见图1）。
The guiding forces include Forsee the crisis, Load the responsibility, Insist on the faith, Govern the situation, Head the people, and Thrive on crisis. This constitutes the Six Forces of Crisis Leadership (FLIGHT) model (see Figure 1).

图1 危机领导力六カ（FLIGHT）模型 Figure 1 Crisis Leadership Six (FLIGHT) model
（1）预警力（F） 即领导者对危机前兆具有洞察和警觉，提前做出预判和警告。预警力主要体现在信息敏感和风险预判两个方面：一方面，信息敏感就是对情境中的重要信息及其动态变化保持高度敏感，有警觉性，能够迅速捕捉危机线索；另一方面，风险预判指的是基于对信息的分析解读，准确判断并评估预期风险和危机形势。由此，应对危机，首先需要领导者具有敏锐的洞察力，不放过任何细微信息，从而对危机风险进行快速准确地判断。然而，在现实管理工作中，领导者常常认为危机发生的概率较小，加之公司面临大量更直接具体的问题，因而与危机准备和预防相关的活动很少被视为工作重点 ${}^{[9]}$${}^{[9]}$^([9]){ }^{[9]} 。但是，有效领导者需要具备预警力，并在组织内部促进危机意识和危机防范。
(1) Early warning (F) means that the leader has insight and vigilance into the precursors of the crisis, and makes predictions and warnings in advance. On the one hand, information sensitivity is to be highly sensitive to important information and its dynamic changes in the situation, to be alert, and to be able to quickly capture crisis clues; On the other hand, risk prediction refers to accurately judging and evaluating expected risks and crisis situations based on the analysis and interpretation of information. Therefore, to deal with a crisis, leaders must first have a keen insight and not let go of any subtle information, so as to quickly and accurately judge the risk of the crisis. However, in real-world management work, leaders often assume that a crisis is less likely to occur, and given that the company faces a large number of more immediate and specific problems, activities related to crisis preparedness and prevention are rarely seen as priorities ${}^{[9]}$${}^{[9]}$^([9]){ }^{[9]} . However, effective leaders need to have early warning and promote crisis awareness and preparedness within the organization.
（2）担当力（L） 即领导者以整体的视角出发，挺身而出、担负责任，尽全力化解危机的态度和勇气。担当力主要是从勇于担责、全局意识这两个方面来做。其中，勇于担责指的是以化解危机为己任，直面危机，并积极寻找危机的解决方案；全局意识指的是系统整体地看待危机，着眼长远，顾全整体利益。危机管理是建立在信息处理的基础上的，然而在危机情况下，领导者面临两个关键挑战：一方面，由于复杂性和模糊性，领导者往往很难获得他们所需要的信息；另一方面，领导者必须尽可能地采用一种无偏见的方式来处理信息 ${}^{[31]}$${}^{[31]}$^([31]){ }^{[31]} 。这些挑战给领导者应对危机带来了极大的困难，一些领导者可能会因为惧怕担责而延误决策时机。由此，应对危机需要领导者勇于担当，具有全局意识，并且在实践中能够做到以身作则。
(2) Responsibility (L) refers to the attitude and courage of the leader to stand up and take responsibility from a holistic perspective, and do his best to resolve the crisis. Responsibility is mainly done from the two aspects of courage to take responsibility and overall awareness. Among them, the courage to take responsibility refers to taking the crisis as one's own responsibility, facing the crisis head-on, and actively looking for solutions to the crisis; Holistic awareness refers to looking at the crisis systematically and holistically, focusing on the long term and taking into account the interests of the whole. Crisis management is based on information processing, but in crisis situations, leaders face two key challenges: on the one hand, leaders often struggle to get the information they need due to complexity and ambiguity; Leaders, on the other hand, must approach information ${}^{[31]}$${}^{[31]}$^([31]){ }^{[31]} in an unbiased way as much as possible. These challenges make it extremely difficult for leaders to cope with crises, and some leaders may delay decision-making for fear of accountability. Responding to crises requires leaders to be responsible, globally minded, and able to lead by example in practice.
（3）信念力（I） 即领导者要对战胜危机抱 (3) Belief (I) That is, the leader should have the courage to overcome the crisis

有强烈决心，不达目标誓不罢休的信念和毅力，主要体现为以下两个方面：(1)使命必达，指的是领导者面对危机时，信念坚定，以强大的决心完成使命；(2)坚韧不拔，指的是领导者能表现出不屈的韧性，意志顽强，永不言弃，这在应对危机的过程中也十分重要。在应对危机的过程中，领导者需要进行一系列复杂的决策；同时，还要面临多种充满矛盾的管理问题。在承受巨大心理压力的同时，领导者必须超负荷工作，还必须准确而又快速地解决问题，这就要求领导者具有非常强烈的使命意识。由此，应对危机需要领导者树立起强有力的、坚韧不拔的信念，并且通过强大的意志力带领大家树立信心。
The belief and perseverance of having a strong determination and not giving up until the goal is achieved are mainly reflected in the following two aspects: (1) The mission must be achieved, which refers to the leader's firm belief in the face of a crisis and strong determination to complete the mission; (2) Perseverance refers to the ability of leaders to show unyielding resilience, tenacity, and never give up, which is also important in the process of responding to crises. In responding to a crisis, leaders need to make a series of complex decisions; At the same time, it also faces a variety of management problems full of contradictions. Leaders must be overworked and solve problems accurately and quickly, which requires a very strong sense of purpose. Responding to a crisis requires leaders to build strong and resilient beliefs and build confidence through strong willpower.
（4）驾驭力（G）即能够迅速控制危机局势，并有效应对复杂局面，主要体现在临危不乱和快速决断两个方面。临危不乱指的是危急时刻不慌乱，能冷静和理性分析，有序采取行动，从容应对。快速决断指的是根据危机情势的发展变化，能够及时果断地做出决策。突发的危机事件通常会引发领导者的消极情绪，如恐惧和焦虑，而这些类型的负面情绪会严重地、负面地影响领导者做出明智决策的能力 ${}^{[20]}$${}^{[20]}$^([20]){ }^{[20]} 。除了对危机的情感反应外，危机本身的特征（时间压力、有限信息、需要快速行动等）也是造成决策困难的原因。在缺乏充足的时间和获取充分信息的情况下，领导者的情感、认知和心理等约束会干扰抉择的制定。因此，应对危机，领导者需要临危不乱，并且在关键节点快速、决断地做出判断。
(4) Control (G) is the ability to quickly control the crisis situation and effectively deal with complex situations, which is mainly reflected in two aspects: not chaotic and quick decision. Calm and chaotic means not panicking in critical moments, being able to analyze calmly and rationally, take actions in an orderly manner, and deal with them calmly. Rapid decision-making refers to the ability to make timely and decisive decisions according to the development of the crisis situation. Sudden crisis events often trigger negative emotions in leaders, such as fear and anxiety, which can seriously and negatively affect a leader's ability to make informed decisions ${}^{[20]}$${}^{[20]}$^([20]){ }^{[20]} . In addition to the emotional response to the crisis, the characteristics of the crisis itself (time pressure, limited information, need for quick action, etc.) are also responsible for the difficulty of decision-making. In the absence of sufficient time and access to adequate information, the emotional, cognitive, and psychological constraints of leaders can interfere with decision-making. Therefore, in response to a crisis, leaders need to be calm and make quick and decisive decisions at critical junctures.
（5）凝聚力（H）即领导者能在危机中稳定人心，激发众人的潜能，协同共进。领导者需要亲自组织和协调力量，有效凝聚众人，才有可能成功挺过危机。一方面，领导者必须具备共情感召，有同理心，能理解他人的想法和情绪，感同身受并及时给予安抚；另一方面，领导者还必须激励人心，成功激发和唤起人们的希望和信心，以更高的热情和斗志去战胜危机。危机期间领导者提升凝聚力的关键方法是通过有效沟通，而有效沟通是与对方建立情感上和心理上的连接 ${}^{[32]}$${}^{[32]}$^([32]){ }^{[32]} 。卓越的危机领导者在危机期间会主动地沟通，并采取一种理解他人和负责任的姿态，展现自己的信心和同理心，从而建立情感信任激励人心。
(5) Cohesion (H) means that leaders can stabilize people's hearts in a crisis, stimulate the potential of everyone, and work together. Leaders need to personally organize and coordinate their efforts to effectively unite people to successfully survive the crisis. On the one hand, leaders must have empathy, empathy, be able to understand the thoughts and emotions of others, empathize with them, and provide timely reassurance. On the other hand, leaders must also motivate and successfully inspire and arouse hope and confidence in people to overcome crises with greater enthusiasm and motivation. The key way for leaders to build cohesion during a crisis is through effective communication, which is about creating an emotional and psychological connection with the other person ${}^{[32]}$${}^{[32]}$^([32]){ }^{[32]} . The best crisis leaders build emotional trust and motivation by proactively communicating during a crisis and adopting an understanding and responsible posture, demonstrating confidence and empathy.
（6）成长力（T）即对危机不断审视和思考，寻求机会，从中获得成长和发展，主要包括反思学习和危中求机两个方面。反思学习指的是善于复盘，从危机中及时总结经验和教训，不断学习。而危中求机指的是善于从危机中捕捉
(6) Growth ability (T) is to constantly examine and think about the crisis, seek opportunities, and obtain growth and development from it, mainly including reflection and learning and seeking opportunities in crisis. Reflective learning refers to being good at reviewing, summarizing experiences and lessons from crises in a timely manner, and learning continuously. And seeking opportunities in crisis refers to being good at seizing from crises

和创造机遇，掌握生存和发展的主动权。在危机过后，许多领导者可能会停止危机管理活动。然而，有学者指出，危机其实是领导者学习和组织学习的催化剂 ${}^{[33]}$${}^{[33]}$^([33]){ }^{[33]} 。如果领导者能够把危机视为机会而不是威胁，那么他们就能够以学习的方式从中获取经验，并以创新的方式开发新程序和新活动，最终改变组织的运作方式 ${}^{[34]}$${}^{[34]}$^([34]){ }^{[34]} 。优秀的危机领导者能够认识到这一点，并且有目的、有技巧地在许多危机情况下寻找学习机会 ${}^{[1]}$${}^{[1]}$^([1]){ }^{[1]} 。领导者的成长力特征会影响领导者在危机后是否会进行反思和学习，从而有可能促进他们在危机中进行创新或创造性地解决问题。由此，领导者需要反思学习，在危机中寻找新的机遇，指引大家走向"必胜"的道路。
and create opportunities to grasp the initiative of survival and development. In the aftermath of a crisis, many leaders may cease crisis management activities. However, some scholars have pointed out that crises are actually catalysts for leadership learning and organizational learning ${}^{[33]}$${}^{[33]}$^([33]){ }^{[33]} . If leaders can see crises as opportunities rather than threats, they will be able to learn from them and develop new procedures and activities in innovative ways that will ultimately change the way the organization ${}^{[34]}$${}^{[34]}$^([34]){ }^{[34]} operates. Good crisis leaders recognize this and look for learning opportunities in many crisis situations with purpose and skill ${}^{[1]}$${}^{[1]}$^([1]){ }^{[1]} . A leader's growth trait influences whether leaders reflect and learn after a crisis, potentially promoting them to innovate or solve problems creatively in a crisis. Therefore, leaders need to reflect and learn, look for new opportunities in the crisis, and guide everyone to the path of "sure to win".

除了参考危机管理的过程视角，本研究的危机领导力模型也借鉴了中国传统文化 "知行合一"的哲学观。在危机领导力的六力模型中， "预警力、担当力、信念力"属于领导者"知"的范畴，相当于认识论；而"驾驭力、凝聚力、成长力"属于"行"的范畴，相当于实践论。领导者在面对危机时，首先要对"危机"持有正确的态度和认知；其次要在认知的基础上果断采取行动；最后，领导者要将认识事物的道理与现实中运用此认知达成目标的实践相结合，即知行合一时，才能做到对危机全过程的管理和应对，实现 “转危为机”。
In addition to the process perspective of crisis management, the crisis leadership model of this study also draws on the traditional Chinese philosophy of "the unity of knowledge and action". In the six forces model of crisis leadership, "early warning, responsibility, and belief" belong to the category of "knowledge" of leaders, which is equivalent to epistemology. "Control, cohesion, and growth" belong to the category of "action", which is equivalent to the theory of practice. When facing a crisis, leaders must first have a correct attitude and cognition of the "crisis"; secondly, we must act decisively on the basis of cognition; Finally, leaders should combine the truth of understanding things with the practice of using this knowledge to achieve goals in reality, that is, when knowledge and action are united, they can manage and respond to the whole process of the crisis and realize "turning crisis into opportunity".

本研究采用案例研究方法并结合丰富的案例研究资料，提炼出了危机领导力的六力 （FLIGHT）模型；同时，将危机领导力定义为在动态复杂且不确定的紧急情境下，领导者勇于担责、坚定信念，以驾驭全局和凝聚人心的能力，带领组织转危为机，从而最终实现组织目标的过程。同以往危机管理的研究相比，本研究提出的危机领导力六力（FLIGHT）模型具有 3个方面的优势：(1)系统全面地界定了危机领导力的内涵和结构。即基于经典扎根理论，系统地研究了"危机领导力"的维度和概念，从"整合性"的角度强调了领导力在危机管理过程中的价值。(2)突破了危机管理的阶段论。以往研究中关于领导者在危机管理中的关键作用，大多基于 PEARSON 等 ${}^{[55]}$${}^{[55]}$^([55]){ }^{[55]} 提出的危机管理过程理论，即从信号侦测、准备和预防、控制损害、恢复以及学习这 5 个阶段，分别探讨每个阶段需要哪些领导知识、技能和特质。本研究提出的危机领导力六力（FLIGHT）模型，是基于"危机管
This study uses the case study method and combines rich case study data to refine the six forces of crisis leadership (FLIGHT) model. At the same time, crisis leadership is defined as the process in which leaders have the courage to take responsibility, strengthen their beliefs, and lead the organization to turn crises into opportunities with the ability to control the overall situation and unite people's hearts, so as to finally achieve organizational goals. Compared with previous studies on crisis management, the six forces of crisis leadership (FLIGHT) model proposed in this study has three advantages: (1) It systematically and comprehensively defines the connotation and structure of crisis leadership. That is, based on the classical grounded theory, this paper systematically studies the dimensions and concepts of "crisis leadership", and emphasizes the value of leadership in the process of crisis management from the perspective of "integration". (2) Break through the stage theory of crisis management. MOST OF THE PREVIOUS STUDIES ON THE KEY ROLE OF LEADERS IN CRISIS MANAGEMENT ARE BASED ON THE CRISIS MANAGEMENT PROCESS THEORY ${}^{[55]}$${}^{[55]}$^([55]){ }^{[55]} PROPOSED BY PEARSON ET AL., THAT IS, FROM THE FIVE STAGES OF SIGNAL DETECTION, PREPARATION AND PREVENTION, DAMAGE CONTROL, RECOVERY, AND LEARNING, TO EXPLORE WHAT LEADERSHIP KNOWLEDGE, SKILLS AND TRAITS ARE REQUIRED FOR EACH STAGE. The Six Forces of Crisis Leadership (FLIGHT) model proposed in this study is based on "crisis management

理全过程"视角，从"领导力"角度重新定义组织危机的应对方式，能够全面系统地指导领导者有效应对危机。(3)借鉴中国哲学观，从"知"与 “行"的角度予以构建。卓越的危机领导者必须具备"预警力、担当力、信念力”，以及"驾驭力、凝聚力、成长力"，并且必须做到"知行合一"才能有效应对危机。危机领导力必须和文化、情境等相结合，才能发挥关键影响力。
from the perspective of "leadership", which can comprehensively and systematically guide leaders to effectively respond to crises. (3) Draw on Chinese philosophical concepts and construct them from the perspectives of "knowledge" and "action". An excellent crisis leader must have "early warning, responsibility, and conviction", as well as "control, cohesion, and growth", and must achieve "knowledge and action" in order to effectively respond to crises. Crisis leadership must be integrated with culture, context, and so on to make a critical impact.

本研究为企业如何有效应对危机拓展了新的领导力理论视角：(1)界定了危机领导力的内涵并分析了其所包含的 6 个维度，系统地研究危机应对全过程需要领导者展现怎样的知识、技能或能力，开拓了危机管理的新领域。(2)基于质性研究构建出的危机领导力六力 （FLIGHT）模型，为未来危机领导力测量工具的开发奠定了理论基础。在此基础上，研究者更有可能深刻揭示危机领导力的发生和发展机制，并探索出切实有效的危机领导力的提升和发展策略。(3)运用组织行为学的领导力理论结合危机管理的过程视角，在一定程度上将心理学、社会学、经济学等分散的学科整合到"危机领导力"这一分析框架中来，提出了危机应对的新视角。
This study expands a new leadership theoretical perspective on how enterprises can effectively respond to crises: (1) defines the connotation of crisis leadership and analyzes its six dimensions, systematically studies what kind of knowledge, skills or abilities leaders need to demonstrate in the whole process of crisis response, and opens up a new field of crisis management. (2) The Six Forces of Crisis Leadership (FLIGHT) model based on qualitative research lays a theoretical foundation for the development of crisis leadership measurement tools in the future. On this basis, researchers are more likely to profoundly reveal the occurrence and development mechanism of crisis leadership, and explore effective strategies for the promotion and development of crisis leadership. (3) Using the leadership theory of organizational behavior combined with the process perspective of crisis management, the scattered disciplines such as psychology, sociology, and economics are integrated into the analytical framework of "crisis leadership" to a certain extent, and a new perspective of crisis response is proposed.

本研究的实践意义在于：(1)揭示了危机领导力的 6 个维度如何在领导认知和行为中体现出来，能够启发中国企业领导者更多地从领导力视角来思考和调整企业应对危机的思路，为企业领导者有效应对危机提供了可靠的理论借鉴；（2）所构建的危机领导力模型，可作为企业领导人才的胜任素质模型广泛应用于领导者招聘、竞聘和任用等多项工作之中，将之纳入新时代领导干部选拔的重要参考标准，从人口关严把企业领导干部的危机应对意识和能力；(3)本研究提炼的危机领导力模型可作为组织内部提升和发展领导人才的关键指标，在培训环节引入危机领导力的 6 个维度和配套阐释，以提升管理者对风险防范与应对的素质，增强组织韧性和抵御风险的能力；(4)在一定程度上促进了各级各类组织对危机领导力的认识和重视，启发企业从主动预防和积极应对的视角进行危机管理，加强适用于危机情境的组织架构和人才管理顶层设计，从而更好地适应危机常态化的新形势。
The practical significance of this study is as follows: (1) it reveals how the six dimensions of crisis leadership are reflected in leadership cognition and behavior, which can inspire Chinese business leaders to think about and adjust their thinking on crisis response from the perspective of leadership, and provide a reliable theoretical reference for business leaders to effectively respond to crises; (2) The crisis leadership model constructed can be widely used as a competency model for enterprise leaders in the recruitment, competition and appointment of leaders, and is included in the important reference criteria for the selection of leading cadres in the new era, so as to strictly control the crisis response awareness and ability of enterprise leading cadres from the perspective of population; (3) The crisis leadership model extracted in this study can be used as a key indicator for the promotion and development of leaders within the organization, and the six dimensions and supporting explanations of crisis leadership are introduced into the training process to improve the quality of managers' risk prevention and response, and enhance the organizational resilience and ability to resist risks. (4) To a certain extent, it promotes the understanding and attention of all types of organizations at all levels to crisis leadership, inspires enterprises to carry out crisis management from the perspective of proactive prevention and active response, and strengthens the organizational structure and top-level design of talent management suitable for crisis scenarios, so as to better adapt to the new situation of crisis normalization.

本研究也存在一定的局限性：（1）在对案例资料进行扎根的编码过程不可避免地带有研究
There are also some limitations in this study: (1) It is inevitable that there will be research in the coding process of rooting case data

者的主观性，未来研究可以搜集更多的"危机领导力"典型案例或调研更多的企业实践，从多个角度印证和补充危机领导力的概念结构，提高研究结果的客观性和外部效度。(2)仅运用定性方法提出了危机领导力的六力（FLIGHT）模型，未来研究可以运用定量方法进一步验证其结构。例如，采用严谨的量表开发流程收集题目，通过探索性分析和验证性分析等统计方法进行"危机领导力"量表的开发。(3)仅局限于危机领导力的内涵和维度，未来研究还可继续探讨和检验危机领导力是通过何种过程机制（如组织文化、人力资源系统等）影响组织的结果。
In the future, more typical cases of "crisis leadership" can be collected or more enterprise practices can be investigated, so as to confirm and supplement the conceptual structure of crisis leadership from multiple perspectives, and improve the objectivity and external validity of the research results. (2) The Six Forces (FLIGHT) model of crisis leadership is proposed using only qualitative methods, and its structure can be further verified by quantitative methods in future research. For example, a rigorous scale development process was used to collect questions, and statistical methods such as exploratory analysis and confirmatory analysis were used to develop the "crisis leadership" scale. (3) Limitation is limited to the connotation and dimensions of crisis leadership, future research can continue to explore and test the process mechanisms through which crisis leadership affects organizational outcomes (such as organizational culture, human resource system, etc.).

致谢 感谢刘传健机长对本研究的大力支持；感谢赵子倩、张梦怡、刘琛琳的宝贵建议；感谢印舒晓、石宇洋、范璟雯、彭思程、周红叶、郝雨协助进行资料收集和编码工作。
Acknowledgments Thanks to Captain Liu Chuanjian for his strong support to this study; Thanks to Zhao Ziqian, Zhang Mengyi, and Liu Chenlin for their valuable suggestions; We would like to thank Yin Shuxiao, Shi Yuyang, Fan Jingwen, Peng Sicheng, Zhou Hongye, and Hao Yu for their assistance in data collection and coding.

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（编辑 郭恺） (Edited by Guo Kai)

通讯作者：郭一荅（1991～），女，山西吕梁人。清华大学 （北京市 100084）经济管理学院博士后研究人员。研究方向为组织行为与人力资源管理。E-mail: guoyr@sem. tsinghua. edu. cn
Corresponding author: GUO Yijing (1991~), female, from Luliang, Shanxi. Postdoctoral researcher at the School of Economics and Management, Tsinghua University (Beijing, 100084). His research interests are organizational behavior and human resource management. E-mail: guoyr@sem. tsinghua. edu. cn