Crisis has a way of exposing the truth about leadership. It strips away the safety nets of titles, hierarchies, and org charts, revealing who can truly step up when it matters most. Often, the people who lead most effectively in a crisis are not the ones with the corner office or the biggest paycheck; they are the individuals who have earned trust, demonstrated competence, and inspired action long before disaster struck.
In this post, we’ll explore why true leaders can emerge from any level of the organization, using examples from Haiti and Padang, and how you can create the conditions for leadership to thrive everywhere—not just at the top.
Leadership Without the Title
In theory, organizational hierarchies are designed to create clarity: the higher your rank, the greater your authority. In practice, crises rarely follow the neat lines of an org chart. When systems break down, what matters is not position but the ability to influence, mobilize, and act decisively.
In Haiti, after the 2010 earthquake, many official command structures collapsed in the chaos. Communication lines were severed, key decision-makers were unreachable, and infrastructure was destroyed. Yet aid efforts continued—not just because of international responders, but because local residents, shopkeepers, teachers, and community organizers stepped in to coordinate relief, guide search and rescue, and distribute scarce resources. These were not people “in charge” on paper, but they led through necessity, trust, and action.
The Padang Earthquake – A Lesson in Decentralized Leadership
During the 2009 earthquake response in Padang, Indonesia, I had the privilege of working alongside two remarkable Indonesian women, both humanitarian workers with the United Nations. On paper, judging by title or pay grade, they might have seemed like peripheral figures. In reality, they were the driving force behind one of the most critical aspects of the response: forging and sustaining the collaboration between the Indonesian government and the international relief community.
Without their skill, persistence, and quiet authority, our collective ability to support the government would have been severely diminished. Their efforts were instrumental in what is now regarded as one of the best-organized humanitarian responses of the past decade.
What their story proves is that leadership isn’t confined to corner offices or senior titles. We need more people like them, not just in moments of crisis, but in everyday work, people who rise to the challenge, take ownership, and lead through action. Imagine what we could accomplish if that spirit of leadership was the daily norm rather than the rare exception.
These informal leaders succeeded because they:
- Already had the trust of their communities.
- Understood the local context and could adapt quickly.
- Were willing to act without waiting for formal approval.
Their authority came from credibility and proximity to the problem, not from any formal title.
Why Leaders Emerge at All Levels
There are several reasons why crises tend to elevate unexpected leaders:
- Proximity to the problem: Those closest to the situation often see solutions first.
- Existing trust networks: People follow leaders they already know and respect.
- Adaptive capacity: Informal leaders are less bound by rigid procedures, allowing for creative problem-solving.
- Intrinsic motivation: Many act out of a deep sense of responsibility to their community or team.
The Role of Formal Leaders in Empowering Informal Ones
True crisis leadership at the top involves recognizing, empowering, and supporting leaders wherever they emerge. That means:
- Removing bureaucratic barriers that slow local decision-making.
- Providing resources to those on the ground who can act fastest.
- Validating and recognizing the contributions of informal leaders publicly.
When formal leaders cling too tightly to control, they risk bottlenecks and delays. When they empower trusted individuals at every level, they multiply the organization’s ability to respond.
Lessons for Building Leadership Capacity Before the Crisis
If you want leaders to emerge naturally during a crisis, you must cultivate an environment that encourages initiative in peacetime. This includes:
- Offering leadership training to all staff, not just those in senior roles.
- Encouraging cross-functional collaboration so trust extends beyond silos.
- Rewarding problem-solving and initiative, even when it challenges traditional hierarchies.
Final Thoughts
The stories from Haiti and Padang are not exceptions; they are reminders. Leadership is not the property of the C-suite; it lives in the values, skills, and courage of people throughout the organization. In a crisis, your best leader might be the one whose name is nowhere near the top of the chart.
If you want your organization to thrive under pressure, start building a culture where leadership can emerge from anywhere.
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Lead from where you are. Empower others to do the same.
By Gisli Olafsson, Author of The Crisis Leader
