The Moderating Role of Leadership Behavior in the Relationship Between Crisis Management Level and Perceived Corporate Reputation in Airline Organizations

Airline firms operate in a context characterized by high operational interdependence, low tolerance for error, and strong stakeholder visibility, making the organizational consequences of crises highly salient. This study examines the relationship between perceived crisis management quality and corporate reputation perception in airline organizations and tests the moderating role of leadership behavior in this relationship. The research was conducted with data collected from cabin crew members employed by civil airline companies operating in Türkiye. A total of 425 valid questionnaires were obtained, and the main analyses were carried out with 408 respondents based on complete responses for the focal variables. Measurement models were assessed through confirmatory factor analysis, while the relationships among variables were tested using Pearson correlation and hierarchical regression analyses. The findings indicate that perceived crisis management quality positively predicts corporate reputation perception. In addition, democratic leadership behavior strengthens this relationship, whereas autocratic and laissez-faire leadership behaviors weaken it. These results suggest that the reputational value of crisis management in airline organizations depends not only on technical and operational preparedness but also on the quality of the leadership climate in which crisis processes are carried out.