Crisis leadership: forged in adversity, led by foresight

Purpose The current viewpoint addresses the debate about whether leaders are born or forged in crisis and provides several recommendations for leaders and managers. Design/methodology/approach This viewpoint is not just a theoretical perspective but stems from my extensive personal experience working with crisis leaders and my in-depth research on crisis leadership. Findings In this viewpoint, given that crisis leaders are not born but developed over time, I offer several practical recommendations that leaders and managers can readily apply to be better prepared to deal with unexpected events like crises. Research limitations/implications The present viewpoint significantly expands current research in leadership, particularly crisis leadership, making it a timely and relevant addition to academic discourse. This expansion of research will keep leaders and managers informed and up-to-date in their understanding of effective crisis leadership. Practical implications The practical recommendations are designed to empower leaders and managers with the necessary skills and strategies, instilling a sense of readiness and confidence to deal with crises. Originality/value From an originality perspective, this viewpoint not only expands current research in crisis leadership but also offers a unique and valuable contribution to the field. It takes a side in the debate of whether leaders are born or forged in crisis by supporting that leaders are forged in crisis and developed over time. Additionally, it offers several novel insights that leaders and managers can adopt to enhance their crisis leadership skills.