Effects of Crisis Leadership in Public Sectors on Satisfaction with Post-Disaster Recovery
Effects of Crisis Leadership in Public Sectors on Satisfaction with Post-Disaster Recovery

Summary/Abstract: Crises normally occur without any alerts and cover broadly. More importantly, improper Crisis Leadership would result in the situation more difficult. For organizations, being able to predict the occurrence of crises would be the best condition for reducing losses. Unfortunately, most situations appear contrarily as crises often occur suddenly and strictly test the crisis leadership of an organization. The discussion about Crisis Leadership focused more on the USA after World War II. Although it has been a long period of time, most US enterprises still pay for it. Aiming at the sufferers of The 88 Taiwan Flood, total 600 copies of questionnaires are distributed in this study. Having deducted invalid and incomplete ones, total 327 copies are valid, with the retrieval rate 55%. The research results show partially positive correlations between Crisis Leadership and Quality of Reconstruction Product, Quality of Service Personnel, and Connotation of Recovery Service in Satisfaction with Post-Disaster Recovery and Demographic Variables appear significant moderating effects on the correlations between Crisis Leadership and Satisfaction with Post-Disaster Recovery.

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