Leaders Coping with Critical Incidents/Critical Incident Technique

For a long time, I have been interested in how leaders cope with critical incidents. This interest has led me to conduct several studies on the types of incidents leaders encounter in different roles and the strategies they use to manage them. This approach is particularly compelling as it highlights the ‘moment of truth’ in leadership—when a leader’s capabilities are truly put to the test.

So far, my research has focused on:

• Start-up founders and managers
• Project leaders
• Leaders in strategic alliances
• Military leaders (in international operations)

 

Publications

Tillberg, L, Kaulio, M, Tillberg P & Haglund, J (2022) Military Competence-in-Use in the Expeditionary Era: A Swedish Example From Missions Abroad, Armed Forces & Society. Online first. https://doi.org/10.1177/0095327X221118928

Kaulio, M., (2018) A Psychological Contract Perspective on Project Networks, Project Management Journal, Vol. 49(4) 81–88

Thorkildsson, A., Kaulio, M. and Ekman, M. (2015) Project Leadership in Regional Development Coalitions: Horizontal and Vertical Challenges of Trustkeeping. European Journal of Urban and Regional Studies. Vol 22, Issue 4, pp 383–397.

Kaulio. M. and Uppvall, L., (2009) Critical Incidents in R&D Alliances: Uncovering Leadership Roles. European Management Review, 6:195-205.

Kaulio, M. (2008) Project Leadership in Multi-Project Settings: Findings from a Critical Incident Study.  International Journal of Project Management. Vol 26. pp338-347.

Kaulio, M. (2003) Initial Conditions or Process of Development? – Critical Incidents in Early Stages of New Ventures. R&D Management. 33: 2 p165-175