Leadership Improvement in Public Crisis Management: A Study of

China Petrochemical Corporation

Dongming Cao

, Zhengyuan Wang

, Hongfei Yang

and Jie Li

Dept. of Human Resources, Sinopec Guangdong Sales Co., Ltd., Guangzhou, China

General Manager's Office, Sinopec Guangdong Sales Co., Ltd., Guangzhou, China

Dept. of Synthetic Resin, Sinopec Chemical Sales South China Branch, Guangzhou, China

School of Finance and Trade, Guangdong Industry Polytechnic, Guangzhou, China

Keywords: Public Crisis Management, Information Analysis, Leadership, The Main Paths, The Effective Execution

Power.

Abstract: In the current society, public crises are everywhere, and public crisis management has become a hot spot of

public concern. Exploring and improving the leadership improvement path in public crisis management is

conducive to reducing the degree of harm of public crises. This paper is based on 437 survey samples of China

Petrochemical Corporation (Sinopec Group), centering on the category of crisis leadership, using an ordered

logistic regression model to test 9 measurement variables such as personal charm, context sensitivity, system

thinking, crisis communication, action interaction, team inspiring, shared vision, changing opportunity and

organization learning are significantly related to the improvement of crisis leadership, and analyze the

problem of the improvement path of leadership in public crisis management. In this way, we summarize the

core power and effective execution power of leadership in public crises, and points out the main paths from

the management concept to the collaborative governance concept, the establishment of a collaborative

governance structure, and the shaping of a collaborative governance mechanism. In order to reduce the losses

caused by public crises, provide theoretical basis and practical reference.

1 INTRODUCTION

In recent years, the frequent occurrence of various

public emergencies has caused serious threats to

China's economic development and is not conducive

to long-term stability of society. As the main body of

public crisis management, leading cadres are

particularly important for the handling of public

crises (Orazi, Turrini, & Valotti 2013). The

emergence of different types of emergencies has

raised many new challenges for leadership

improvement. The adjustment and emergency

response capabilities of leading cadres need to be

further improved (Wang 2013). At the same time, in

the context of economic globalization, the frequency

of public crises is getting higher and higher, and the

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scale of the spread is also continuing to expand, and

the harm generated is also growing (Yao, & Gong

2012). In the process of China's social and economic

development and progress, development is the top

priority, and safety is the first responsibility (Wang,

2014). Gradually exploring and improving the public

crisis management method, optimizing the leadership

structure, and having certain scientific and effective

in public crisis management are of great significance

for public crisis management (Zhao, & Li 2011), and

the improvement of leadership can greatly reduce the

number of public crises, reduce the scale of public

crises, and contribute to the long-term stability of

society(Amabile, Schatzel, Moneta, & Kramer 2004).

In this context, this paper deeply studies the

leadership improvement methods in public crisis

management, which has important practical and

Cao, D., Wang, Z., Yang, H. and Li, J.

Leadership Improvement in Public Crisis Management: A Study of China Petrochemical Corporation.

DOI: 10.5220/0011161000003437

In Proceedings of the 1st International Conference on Public Management and Big Data Analysis (PMBDA 2021), pages 81-89

ISBN: 978-989-758-589-0

theoretical significance for improving leadership

execution and accelerating China's economic

development.

2 LITERATURE REVIEW

We refer to the comprehensive literature research

method of Chen & Lin (2020), use Web of Science

(WoS) as the citation database, and select SCI-

EXPANDED, SSCI, A&HCI, CPCI-S, CPCI-SSH,

ESCI in the WoS core collection as data retrieval

Source, using the keywords "Public Crisis

Management" AND "Leadership" (including the

researcher keyword "DE", and the research content to

add the keyword "ID"), the literature accumulation

time span is 1994-2021, obtained from the subject

search. There are 674 documents and 9 highly cited

documents. Different from the large volume growth

shown in the domestic literature, WoS published

research results on public crisis management and

leadership related topics and the degree of attention

has been increasing year by year after 2006. See the

citation report for details (see Figure 1).In the era of

human society, crises and conflicts exist in all

aspects, and crisis management has become the focus

of public attention. Along with the economic

integration and political integration, the process of

gradually advancing to the global community, and the

gradual acceleration of the pace of economic

development, the crisis of civilization has become the

main product of China's economic development and

adjustment, from the government to the individual.

Master public crisis management methods and

effectively deal with public crises (Zhu 2013). In

recent years, China's public crisis has occurred

frequently, and various crises have gradually

emerged diversely. Some sudden crises pose a serious

threat to human security and social stability. Public

crisis management not only tests the organizational

communication ability, decision-making ability and

activity execution ability of department leaders, but

also tests the psychological endurance of leaders to a

certain extent, and poses a greater challenge to the

improvement of leaders' ability. The ability of

relevant leaders to improve and leadership has

become the key to the management of public crisis

(Wang 2010). In the management of public crisis, the

response to the crisis first needs to understand the law

of the development of the crisis and the source of the

occurrence. The learning of the crisis effect becomes

a prerequisite for crisis management. Among them, in

the process of public crisis management, action

learning as an advanced learning method has

undoubtedly become the management method with

the greatest practical value of crisis management. In

the process of public crisis management, the action

learning process is a two-cycle process focusing on

action and learning. Relevant government

departments can improve leadership, rational

strategic planning, reshape organizational culture,

and improve social public crisis management

capabilities(An 2013). Nowadays, countries around

the world have begun to study leadership

improvement methods and specific practices. And

with the gradual complication of adjustments, the

relevant institutions have proposed new tasks and

tasks for leadership improvement. By considering the

global crisis and the challenges faced, we will analyze

the problems that may be faced by future leadership

improvement, and propose that future leadership

improvement should focus on social phenomena and

improve all aspects of leadership from different

dimensions (Wu, & Zhang 2014). The rapid

transformation of Chinese society requires the

inclusion of public leadership in specific education

development plans. By defining the specific concepts

of public management capacity, and from the

perspectives of supervision and implementation,

crisis management, strategic decision-making,

communication and collaboration, and innovation,

this paper discusses the main ways to improve public

management capacity. On this basis, the six foreign

universities are the main research objects, and the

comparative analysis of leadership training and

promotion methods is carried out. It is found that,

these different approaches also lead to unique

leadership development approaches, while

highlighting leadership development. Moreover, the

use of public leadership in public crisis management

has a significant regulatory effect on public crises

and, to a certain extent, reduces the number of public

crises (Peng, Wang , Xue et al. 2015).

3 PRELIMINARY

Once a crisis occurs, it will have a more serious impact

and bring some adverse effects to the public. In

general, public crises suddenly erupt, and it is difficult

to predict before the crisis erupts, and there is no law

at all. If the relevant leaders did not do the relevant

preventive measures in advance, or did not foresee the

occurrence of the crisis before the crisis, this would

bring unimaginable consequences after the crisis.

In social life, some public crises have certain control

ability, and some are beyond control (Peters 2021).

Before

the public crisis occurs, raise the awareness

PMBDA 2021 - International Conference on Public Management and Big Data Analysis

Figure 1: Citation report of research on topics related to public crisis management and leadership.

of public crisis led by relevant departments. Public

crisis forecasts should be made in advance. Preparing

in advance before the crisis is also conducive to the

relevant departments in the prior to all precautions.

At present, after the public crisis, the government that

dominates the public crisis is generally the

government department. Before the crisis broke out,

government leaders led a thorough crisis response

plan. In the event of a crisis, the public will see the

leadership of departmental leaders, all of whom want

to minimize the damage caused by public crises.

Therefore, before the crisis occurs, it is the primary

task of the government leaders to make good

preparations in advance to avoid the crisis.

Before the crisis broke out, there were four main

tasks that government leaders needed to do, as shown

in Figure 2. Establishing public crisis awareness is the

premise of public crisis management, which is the

basis of leadership improvement before the crisis. At

present, China is in a period of stable development,

and the frequent occurrence of natural disasters has

gradually increased the difficulty of public

management. Therefore, government leaders need to

have a strong sense of public crisis, be sensitive to

public crises, and avoid overconfidence leading to

public crises. Moreover, relevant leaders should also

adapt to the development needs of the situation,

continue to learn the corresponding public crisis

knowledge through relevant channels, understand the

causes of some public crises, and understand the

prevention and control measures of public crises in

advance, so as to solve the public crisis. Do the

appropriate preparations.

The occurrence of public crises has a very large

uncertainty, which may have a greater impact on the

public after the outbreak. In addition to public crisis

awareness, government leaders need to make public

crisis predictions. In order to reduce the public crisis

after the outbreak of many harm. Relevant leaders

must use statistical information to make appropriate

crisis predictions within the corresponding time

frame. Moreover, in this process, the leader can

understand the information about the public crisis on

some self-media platforms, and can capture and judge

the time and place where the crisis may occur

according to the clues of some crises. Then,

combined with past experience in public crisis

management, anticipate some public crises that may

Figure 2: Ways to Improve Leadership before the Outbreak of Public Crisis.

Leadership Improvement in Public Crisis Management: A Study of China Petrochemical Corporation

occur in advance, and infer the development trend of

future public crises. According to the judgment

results, the pre-preparation of the crisis warning is

prepared by collecting the information related to the

previous or existing public crisis, and the degree of

public crisis harm is minimized, and do the following

two aspects:

3.1 Establishing a Sense of Public

Crisis is a Starting Point for

Leadership Advancement before

the Outbreak

In the process of public crisis management,

leadership transforms consciousness into a

corresponding mechanism by maintaining a certain

sense of public crisis and then using relevant practical

activities. In this process, leaders are required to

make public crisis warnings. In the course of a crisis,

leaders should deploy relevant strategic work through

the situation on the ground to clarify the possible

hazards that may occur after the crisis. Such results

may be related to ways to prevent crises. Through a

certain forward-looking and public crisis warning,

the department leaders can reduce the losses caused

by the public crisis to the public. Of course, before

the leader plans, there are many dynamic

environments that need to be faced. In the process,

the leadership's perception of some environments will

affect the implementation of the entire plan. Doing a

good job of public crisis warning can effectively

prevent and even resolve the emergence of public

crises and reduce the harm of public crises. Moreover,

department leaders should do public crisis warning,

be able to coordinate the specific work of the

department, save a lot of people, goods and financial

resources, which is conducive to maintaining social

order, and it’s conducive to the government's

leadership.

3.2 Prevention is the Best Way to Deal

with Public Crisis Management

Relevant prevention work is in place, and in the event

of a public crisis, it can be faced in a more relaxed

way to resolve the crisis. Doing a good job in public

crisis plans can help the public to take appropriate

measures to deal with public crises before the public

crisis. In this process, government leaders should

attach great importance to the preparation of public

crisis plans, and comprehensively consider the local

situation, and prepare corresponding plans for the

possible situation of different crises. When preparing

the plan, it needs to be meticulous and accurate, and

must not miss any information that may cause public

hazards. At the same time, public crisis plans can also

provide some public crisis management methods to

control public crises in detail.

4 EMPIRICAL TEST

4.1 Operational Definition

We adopt the maturity scale of Cui (2014) and take 9

operational definition indicators, including personal

charm, context sensitivity, system thinking, crisis

communication, action interaction, team inspiring,

shared vision, changing opportunity, and organization

learning as observation variables. To test the relevance

of this dependent variable in crisis leadership

promotion. We use the Likert 8-point scale to measure

the efficiency of crisis leadership. The larger the

value, the more we agree with the impact of crisis

leadership.

Refer to the Peer Esteem Snowballing Technique

(PEST) sampling method of Chen and Lin (2020), and

use the staff at or above the level of section manager

or team lead of China Petrochemical Corporation

(Sinopec Group) as of December 31, 2020 as the

sample frame. 100 respondents were sent via WeChat

push, and the questionnaire was sent to each

respondent within 1 hour of getting the first response.

Among the 100 interviewees, 34 interviewees

participated in the survey and the interview invitation

was forwarded to others in the sample frame they

knew. The invitation letter is verified through

guidelines and settings to minimize isomorphism, and

the invitation letter is requested to be forwarded to

other groups of people in the sample frame as much as

possible. Within half a year (January 1, 2021-June 30,

2021), a total of 468 questionnaires were received.

After the samples were inspected and screened, the

total number of samples was 437.

4.2 Descriptive Analysis

4.2.1 Response Deviation Test

Since the questionnaire survey lasted for 180 days,

this study first conducted a response bias test on the

samples based on the recommendations of Chen et al.

(2020). The top and bottom 27% of the samples were

divided into high and low groups, using SPSS 25.0 for

MAC software, running descriptive statistics (see

Table 1), independent sample t-test (see Table 2) and

PMBDA 2021 - International Conference on Public Management and Big Data Analysis

other operations, based on the argument that delayed

responders and non-responders are more similar than

initial responders, according to the time series of

sample recovery, The independent sample's t test

method was used to calculate the degree of

discrimination. The non-response deviation was

evaluated by comparing the initial responders and late

responders. The independent sample t-test results

showed that there was no significant response

deviation and the sample was acceptable. Sample

statistics description:

Table 1: Group statistics.

Group Statistic

Repeated sampling

Deviation Mean

difference 95% confidence interval

Lower Upper

Initial response

N 118

Avera

e 5633.143 -.0321 6.434 5351.476 5914.790

S.D. 31.089 -.218 5.891 29.535 32.643

Delayed

response

N 118

Avera

e 5732.141 .0318 6.053 5445.534 6018.748

S.D. 32.172 -.230 5.291 30.563 33.781

a.Based on 1000 repeated samples

Table 2: Independent sample verification.

Class

Levene's test for

equality of variance

T-test for the equality of means

F Sig. t df

Sig.(two-

tailed)

M.D S.E

difference 95% confidence

interval

Lower t Upper

Sum

with equal 116.677 .001 43.133 132 .000 6.166 0.180 3.124 7.244

No equal 43.133 132 .000 6.166 0.180 3.124 7.244

4.2.2 Demographic Information

Table 3: Demographic information.

SN Position Frequency %

Section manager/

Team lead

124

28.375%

Manager/

Senior Staff Engineer

22.197%

Senior Manager/

Principal Engineer

17.391%

4 Director

15.332%

5 Senior Director

12.815%

6 Vice President

2.517%

CEO/President/

General Manager

1.373%

Total

437

100.00%

4.2.3 Descriptive Statistics

1) The Cronbach Alpha coefficient is between 0.901-

0.977, and the coefficient will not increase if any item

is excluded. The correlation coefficients between the

factors are all less than the square root of AVE,

showing high discriminative validity.

According to the Kaiser (1960)

criterion, the

factors were eliminated, the cumulative variance

explanation rate was 76.314%, and the item

standardized factor load was between 0.745-0.910;

the critical ratio significance verification showed that

the p-values < 0.001, significant at the 1% level.

Leadership Improvement in Public Crisis Management: A Study of China Petrochemical Corporation

4.3 Regression Analysis

4.3.1 Establishment of Measurement Model

In order to further answer the question of "leadership

improvement path in public crisis management", we

designed an empirical model, focusing on the factors

that influence leadership improvement in public crisis

management. The empirical model constructed using

the ordered logistic regression model is as follows

(See Formula 1):

Among them, y represents the efficiency of

leadership improvement in public crisis management;

j represents the quantitative level of the influence

factors of leadership improvement in public crisis

management (j=1, 2, 3, 4, 5, 6, 7, 8); i represents the

first i samples; Pi, j represents the cumulative

probability of y of the i-th sample taking the first j

values; x represents the independent variable of the

leading factors in public crisis management; ε

represents the random error term; α is the constant

term; β is the variable coefficient; PC means Personal

Charm, CS means Context Sensitivity, ST means

System Thinking, CC means Crisis Communication,

AI means Action Interaction, TI means Team

Inspiring, SV means Shared Vision, CO means

Changing Opportunity, and OL means Organization

Learning. At the same time, the model also controls

the gender (Gender) variable of the sample. We

conduct empirical analysis through ordered logistic

regression. If the regression coefficient β of the

independent variable should be significantly positive,

it indicates that the influence of the factors that

influence the improvement of leadership in public

crisis management is more obvious.

Logic

（

i, j

）

=α

＋

１

ｉ＋

２

ｉ＋

３

ｉ＋

CC+β

AI+β

TI+β

SV+β

CO+β

OL+β

Gender+ε

i, j

Formula 1.

4.3.2 Analysis of Ordered Logistic

Regression Results

Table 4 shows the orderly logistic regression analysis

results of leadership improvement efficiency in

public crisis management. The models M1-M10 in

Table 4 reflect the test results of the factors that

influence the efficiency of leadership in public crisis

management. M1 reflects the influence of control

variables on the efficiency of leadership

improvement in public crisis management. It can be

seen from Table 4 that gender is not significantly

related to the improvement of leadership efficiency in

public crisis management. M2 reflects the influence

of Personal Charm on the improvement of leadership

efficiency in public crisis management. It can be seen

that Personal Charm has a significant positive impact

on the improvement of leadership efficiency in public

crisis management, that is, the greater the degree of

Personal Charm, the better the improvement of

leadership in public crisis management. obvious. By

analogy, we can find that six independent variables

such as Context Sensitivity, Crisis Communication,

Action Interaction, Team Inspiring, Changing

Opportunity, and Organization Learning reflect the

influence of leadership improvement in public crisis

management in M5, M6, M7, M9, and M10.

Significantly positive correlation. The regression

results of M2, M4, and M8 show that Team Inspiring

and Shared Vision have no significant impact on the

efficiency of leadership improvement in public crisis

management. However, we also found that in M3,

System Thinking has a significant negative impact on

the efficiency of leadership improvement in public

crisis management.

5 ANALYSIS AND DISCUSSION

After the outbreak of the public crisis, the decision-

making and execution of leadership is crucial

(Brooke, Irina, & Emina 2020). Government leaders

need to be able to make quick decisions in a short

period of time based on the situation generated by

public crises. They need to have crisis identification

capabilities, rapid decision-making capabilities, and

decision-making research capabilities. The level of

leadership decision-making ability in this process

will directly affect the treatment effect of public

crisis. At the same time, after the leaders make

relevant decisions, the specific tools and tools

adopted at the moment will also affect the quality of

previous decisions. As far as the public crisis breaks

out, the leadership's decision-making process mainly

includes public crisis identification ability, public

crisis information analysis ability, public crisis

decision-making ability, public crisis coordination

ability and public crisis decision-making research

ability (as shown in Figure 3).

PMBDA 2021 - International Conference on Public Management and Big Data Analysis

Table 4: Ordered Logistic regression analysis.

Independent

variable

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10

Personal Charm 0.210

Context Sensitivity -0.371**

System Thinking 0.194

Crisis

Communication

0.520***

Action Interaction 0. 638***

Team Inspiring 0.579***

Shared Vision 0.314

Changing

Opportunity

0.462**

Organization

Learning

0.534***

Gender 0.312 0.164 0.093 0.246 0.194 0.210 0.083 0.305 0.144 0.288

*, **, *** indicate significance at the level of 5%, 1%, and 0.1%, respectively.

Figure 3: Leadership Improvement Path in the Outbreak of Public Crisis.

5.1 Public Crisis Identification

Capabilities

Before the different departments, in response to the

public crisis, a corresponding monitoring system will

be established. In the event of a public crisis, the

relevant department leaders can use the decision-

making system to use the relevant information within

the system, combined with the current situation of the

public crisis, to identify the various symptoms of the

public crisis, and then prevent the possible public

crisis. Prevent and effectively resolve public crises.

Government leaders have strong public crisis

identification capabilities and can play a preventive

role in the crisis. This also requires leadership and has

certain decision-making experience and strong crisis

identification capabilities.

5.2 Public Crisis Information Analysis

Capabilities

Information plays an important role in the public

crisis. Because the public crisis will bring certain

difficulties to the government leadership decision-

making. Therefore, public crisis information analysis

capability is also a key link in the public outbreak

process. Leaders need to keep collecting and

analyzing relevant information and maintain certain

sensitivity to some information. Moreover, in view of

the causes and specific conditions of the public crisis,

relevant leaders should collect, screen and analyze

some public crisis information. At this stage, with the

rapid development of scientific information

technology, the time for people to capture

information is getting shorter and shorter. The most

obvious feature is that the spread of the Internet has

gradually accelerated. This requires government

leaders to effectively combine some of the latest

information, make scientific decisions in a short

period of time, and then deal with public crises.

5.3 Public Crisis Decision-making

Ability

After the outbreak of the public crisis, the decision-

making ability that best reflects leadership is the

ability to make decisions. Once the crisis erupts, each

time the time is extended by one minute, the loss

caused to the public will increase by one point,

requiring government leaders to make decisions

Leadership Improvement in Public Crisis Management: A Study of China Petrochemical Corporation

quickly and form a public crisis management plan.

On the one hand, leaders need to make corresponding

decisions in a short period of time and lead the people

into crisis management. On the other hand, leaders

need to make decisions and take the overall direction

and manage public crises rationally under the

conditions of insufficient information.

5.4 Public Crisis Coordination Ability

When leaders make clear decisions, they also need to

coordinate the operation of relevant decisions. Under

the uncertain state of high public crisis, the leaders

coordinate their work horizontally and vertically, and

quickly organize relevant personnel to make

important changes within a certain period of time to

minimize the degree of public crisis damage. The

nature of coordinated action is a political activity. The

leader is not a decision maker, but a designer,

protector and facilitator. By learning from the crisis,

the relevant personnel can help to deal with the crisis.

5.5 Public Crisis Decision Making

Research Capabilities

After the crisis has occurred in the crisis research, the

manager should organize the public to resolve the

corresponding crisis by calling the resources of all

parties. In this process, leaders need to develop public

crisis plans, gather relevant information, and conduct

public crisis research. In the research process, leaders

need to analyze the causes, processes and solutions of

public crises from a professional perspective, laying

the foundation for the next crisis prevention.

6 CONCLUSION

Through a series of treatments after the outbreak of

the crisis, society will enter a certain gradual stage,

but at the same time it will enter the stagnation period

of the next crisis. Therefore, after the outbreak of the

public crisis, it is necessary to assess the leadership

improvement behavior of public crisis management.

First, there is a need for leadership accountability in

the public crisis recovery period. That is to say,

accountability is required, and it is necessary to

analyze the consequences of leading cadres’ defaults

and consequences. Second, it is necessary to

strengthen the construction of administrative

accountability culture.

There must be certain objective reasons for the

outbreak of public crises, strengthen the construction

of administrative accountability culture, break the

traditional thinking of "official standard", standardize

the rights and responsibilities of leadership, and

improve the public responsibility consciousness of

leadership by improving the accountability

mechanism. Finally, leadership assessment in public

crisis management. After accountability, it is

necessary to conduct a job evaluation of some well-

performing leaders and give corresponding rewards.

In addition, a leadership learning system should be

constructed to disseminate information about public

crises with appropriate systems to prepare for the next

public crisis prevention.

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Leadership Improvement in Public Crisis Management: A Study of China Petrochemical Corporation