Leadership and Organizational Culture in the SARS Outbreak Analysis

This report provides a comprehensive overview of the SARS outbreak, analyzing the organizational culture, leadership values, and system thinking processes that influenced the response. It examines the critical leadership qualities needed during a crisis, exploring leadership strategies and communication plans. The report delves into various leadership theories, including the Great Man Theory, Trait theory, Participative theory, and Contingency theory, and their application during the outbreak. The effectiveness of outbreak communication plans, organizational culture dynamics, and the analysis of leadership strategies are also discussed. The report highlights the importance of effective communication, employee management, and the implementation of various leadership theories in managing infectious disease outbreaks. The conclusion emphasizes the need for understanding the project's goals and provides a detailed analysis of the different aspects of the SARS outbreak.

SARS OUTBREAK

Introduction
• SARS Outbreak 2002-03 have been discussing about the
overview of the SARS Outbreak
• Organizational culture and leadership value
• System thinking process
• Critical analysis of leadership process
• Outbreak communication plan

Overview of the SARS outbreak
Severe Acute Respiratory Syndrome is considered to be a
viral respiratory disease
The disease have been originated from SARS Coronavirus
(Ge et al., 2013)
The outbreak have been in between November 2002 to July
2003

Contd.
• Out break started in Southern China
• Total number of cases have been recorded as 8,098 (de
Wit et al., 2016)
• A total of 774 deaths have been seen in over 17 countries

Organizational Culture, Leadership, Systems &
process that contributed to the Outbreak
• The infectious disease had become an urgent political
concern, it’s treatment policies was considered on as a
higher priority.
• For making the response policies on a timely basis,
accurate health care report was asked from different
health care provider (Graham, Donaldson & Baric, 2013).

Organizational Culture (Contd.)
• Following a hierarchy culture, the higher authorities
(health ministers) asked report from the lower level
authorities.
• The local authorities has to provide report to the national
level authorities (Hilgenfeld & Peiris, 2013)
• International authorities asked timely health report from
the national authorities.

Contd…
• Discussing about the contribution, the local authorities
found to be slow in passing the message.
• Meanwhile, the national authorities found to be
supressing the information flow (Yang et al., 2017).
• The health minister of China had decided to keep these
information hidden from the public and foreign media.

Leadership system
• The national leader of CPC, had finally acknowledged the
mistakes done by china.
• A revolution named Anti‐SARS People's War had declared
(Zhang et al., 2013)
• Declaring the report provided by the local authorities as
accurate and adequate, the leader provided a correct view
towards the SARS spread.

Using of system thinking theory
• System thinking helps in understanding the holistic
approach
• Helps in understanding the constituent parts
• Understanding system behavior also acts important
(Zaccaro, Dubrow & Kolze, 2018)

Evaluate effectiveness
• Helps in proper interaction of complex entities
• Influence different complex entities and perform
interaction
• Helps in decision making of the top level management

Critical leadership qualities
The critical leadership qualities are as follows: -
• Perform Self Management
• Act strategically
• Be an effective communicator (Daly et al., 2014)

Contd.
• Managing complexity with higher integrity
• Fostering innovation as well as creativity in the solutions
that they provide (Latham, 2013)
• Having a vision for the future