Expected to be calm in any storm: An exploration of the stress experiences of crisis team leaders

Crisis team leaders face exceptionally high performance standards. Prior research has identified acute and chronic stress in these roles, yet little is known about crisis team leaders' personal stress experiences in high-stakes environments. This qualitative study explores crisis team leaders' stress appraisals, coping strategies, and reactions through 17 semi-structured interviews, addressing: (1) Which stressors do crisis team leaders appraise when leading a multi-team system during crises? (2) What coping strategies do they use during and after crises, and how do these strategies evolve? (3) How do physical, emotional, and cognitive stress reactions impact their well-being and performance? The findings revealed central stressors, including the unpredictability of crises, the demands of leading multi-team systems, and tactical and socio-emotional responsibilities. At the team level, coping strategies included preparation, protocol use, and network support; personally, leaders relied on a positive stress mindset or detachment. Acute stress was described as enhancing cognitive function and performance, though frequently reported adverse stress symptoms raise concerns about leaders' long-term emotional and physical well-being, especially in prolonged crises or without backup support. The study underscores the need for robust organizational support to ensure crisis team leaders’ coping with stress and regeneration. Future research should explore causal links between stressors, coping strategies, and health outcomes.