This study aims to examine the behaviours of leadership in tourism at times of crisis. In so doing, it highlights a radical shift in crisis management and the related policies for the Malaysian tourism industry.
A qualitative approach was used to explore the leadership behaviours of various key informants in the Malaysian tourism industry. Action Learning technique was used for this study.
Findings show that leadership behaviour at times of crisis includes the need to (1) partner between and across the tourism ecosystems, (2) be agile at times of volatility, uncertainty, complexity and ambiguity (VUCA), (3) communicate effectively, (4) be resilient, (5) anticipate long-term and short-term outcomes and (6) document crisis events for lessons learnt and the way forward.
Malaysia depends on tourism as a major contributor to GDP; tourism has a significant pool of employees compared to other industries. The implications of this study are crucial as (1) the interdisciplinary, multidisciplinary and transdisciplinary nature of tourism has a multiple ripple effect on the GDP, and (2) scholars have warned that other crises that can severely impact the tourism industry are on the horizon, emphasizing the importance of a sustainable tourism crisis management policy in Malaysia.
A study on key informant behaviour for tourism crisis management in Malaysia can contribute to the formulation of public policies and action plans for the tourism industry.
