This article presents a reflective analysis of the role of public leadership within the context of crises, advocating for increased involvement of public health experts in crisis management. The study delves into the intricate dynamics that executives and board members exhibit when faced with crises. A primary focus of this research is the essential aspects that illuminate the engagement of public officials in the ongoing crisis, notably rapid decision-making and innovative thinking. The article underscores the paramount importance of leaders emphasizing values and mission while employing clear, meaningful, and empathetic communication. A comprehensive comprehension of public leadership emerges as a pivotal factor in crisis management, particularly when devising policy remedies for public health emergencies. The criticality of nurturing a new generation of healthcare CEOs and elevating the visibility of public health roles is underscored as an imperative for adeptly addressing the array of crises confronting us. This article broadens our insights into the multifaceted responsibilities of human resource management in both crisis response and recovery. Consequently, this endeavor facilitates the identification of evolving leadership roles essential for efficacious crisis management, fostering preparedness for prospective public health challenges.

Coronavirus disease (COVID-19) is a “disaster of uncertainty” with ambiguity about its nature and trajectory. These features amplify its psychological toxicity and increase the number of psychological casualties it inflicts. Uncertainty was fueled by lack of knowledge about the lethality of a disaster, its duration, and ambiguity in messaging from leaders and health care authorities. Human resilience can have a buffering effect on the psychological impact. Experts have advocated “flattening the curve” to slow the spread of the infection. Our strategy for crisis leadership is focused on flattening the rise in psychological casualties by increasing resilience among health care workers. This paper describes an approach employed at Johns Hopkins to promote and enhance crisis leadership. The approach is based on 4 factors: vision for the future, decisiveness, effective communication, and following a moral compass. We make specific actionable recommendations for implementing these factors that are being disseminated to frontline leaders and managers. The COVID-19 pandemic is destined to have a strong psychological impact that extends far beyond the end of quarantine. Following these guidelines has the potential to build resilience and thus reduce the number of psychological casualties and speed the return to normal – or at least the new normal in the post-COVID world.

Reviews of public health emergency responses have identified a need for crisis leadership skills in health leaders, but these skills are not routinely taught in public health curricula. To develop criteria for crisis leadership in public health, published sources were reviewed to identify attributes of successful crisis leadership in aviation, public safety, military operations, and mining. These sources were abstracted to identify crisis leadership attributes associated with those disciplines and compare those attributes with crisis leadership challenges in public health. Based on this review, the following attributes are proposed for crisis leadership in public health: competence in public health science; decisiveness with flexibility; ability to maintain situational awareness and provide situational assessment; ability to coordinate diverse participants across very different disciplines; communication skills; and the ability to inspire trust. Of these attributes, only competence in public health science is currently a goal of public health education. Strategies to teach the other proposed attributes of crisis leadership will better prepare public health leaders to meet the challenges of public health crises. (Disaster Med Public Health Preparedness. 2013;0:1–7)