A Comprehensive Model for Crisis Management by Integrating Leadership, Motivation, and Organizational Behavior in the ADNOC Organization

Abstract

Despite its considerable potential significance, the mediating role of organizational and behavioural dimensions in linking leadership and motivational factors with crisis management remains notably underexplored. This oversight represents a critical gap in the existing research, hindering a comprehensive understanding of how these elements interact to influence effective crisis management within the ADNOC organization. This paper aims to develop a comprehensive model for crisis management by integrating leadership, motivation, and organizational behaviour within ADNOC. The model consists of leadership and motivation as independent constructs, organizational and behavioural elements as mediator constructs, and crisis management as the dependent construct. The model was developed and evaluated using SmartPLS software with data from 302 operational staff members at ADNOC. It was improved until it satisfied the fitness requirements. There were only eight statistically significant indirect relationship hypotheses out of thirty, according to hypothesis testing. With five important pathways, organisational culture practices were found to be the most effective mediator among them. Mission, with one important relationship, and adaptability, with two important relationships, came next. These eight indirect relationships served as the foundation for the framework that was developed to represent ADNOC's requirement to incorporate mission alignment, organisational culture, and flexibility into its operations. By addressing these interconnected issues, ADNOC can improve its crisis management strategies and thrive in the competitive and volatile energy industry.