Emergency managers as change agents: Recognizing the value of management, leadership, and strategic management in the disaster profession

Heriberto Urby Jr, PhD, JD; David A. McEntire, PhD

doi:10.5055/jem.2015.0216

Authors

Heriberto Urby Jr, PhD, JD
David A. McEntire, PhD

DOI:

https://doi.org/10.5055/jem.2015.0216

Keywords:

change agents, tranformational leaders, emergency management, public administration, management, leadership, strategic management

Abstract

This article discusses the influence of management theory, some principles of leadership, four strategic management considerations, that are applied to emergency management, allow emergency managers to transform their followers, organizations, and communities at large. The authors argue that in the past there has been little recognition of the value, or application, of these three areas of emphasis in the disaster profession. Using more of these principles, emergency managers may transform into transformational change agents who make a difference in their followers' lives, who themselves transform other people and improve emergency management.

Author Biographies

Heriberto Urby Jr, PhD, JD

Department of Health Sciences and Social Work, Emergency Management Program, Western Illinois University, Macomb, Illinois.

David A. McEntire, PhD

Department of Public Administration, Emergency Administration and Planning Program (EADP), University of North Texas, Denton, Texas.

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