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Leadership at Three Mile Island: A Q...

Stevens, Curtis R.

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Leadership at Three Mile Island: A Qualitative Study of a Technological Disaster.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Leadership at Three Mile Island: A Qualitative Study of a Technological Disaster./
Author:	Stevens, Curtis R.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
Description:	225 p.
Notes:	Source: Dissertations Abstracts International, Volume: 80-10, Section: A.
Contained By:	Dissertations Abstracts International80-10A.
Subject:	Educational leadership. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=13814859
ISBN:	9781392040799

Leadership at Three Mile Island: A Qualitative Study of a Technological Disaster.
Stevens, Curtis R.

Leadership at Three Mile Island: A Qualitative Study of a Technological Disaster. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 225 p.

Source: Dissertations Abstracts International, Volume: 80-10, Section: A.

Thesis (Ph.D.)--Alvernia University, 2019.

This item must not be added to any third party search indexes.

Tornados, hurricanes and tropical storms, blizzards, and earthquakes are facts of life. The public leadership on display during these disasters is familiar to most Americans as are the warnings to heed evacuation orders in the case of a hurricane or staying off the highways in the case of a blizzard. Increasingly public officials are facing disasters and crises for which there is no standard script. These are disasters and crises caused by failures of technology. The 1979 reactor accident at Three Mile Island (TMI) presented public officials with challenges never before encountered and was a harbinger of events such as the 2010 Deepwater Horizon Gulf of Mexico oil spill and Flint, Michigan, water crisis. Disaster leadership is an evolving area for leadership studies. Public leadership during a disaster is different from routine political leadership or public administration and requires different leadership skills and traits. Authentic leadership may be an ideal construct for disaster leadership, especially when people fear for their lives or livelihood. This study examines the leadership of Pennsylvania Governor Dick Thornburgh and Nuclear Regulatory Commission engineer Harold Denton during the TMI crisis from late March to mid-April 1979. The study uses qualitative content analysis of secondary and archival data to analyze the leadership of Thornburgh and Denton. Three data sources are used. The first is transcripts of interviews conducted by Dickinson College researchers of Carlisle, Pennsylvania, area residents in the months following the accident. This study may be the first time the Dickinson TMI interviews have received scholarly attention. The second source is articles, letters to the editor, and editorials from papers in the counties most impacted by the accident. The third data source is letters sent to Thornburgh and Denton. The qualitative content analysis used both in vivo and a priori codes. A priori codes were developed from the authentic leadership literature. Codebook development and the codebook used for the content analysis are provided. Denton's and Thornburgh's leadership did much to alleviate the fear and uncertainty many Pennsylvanians experienced during the TMI accident. The study concluded that Denton's and Thornburgh's leadership did exhibit attributes associated with authentic leadership. A proposed model for disaster leadership is presented consisting of competence, endurance, and authentic leadership.

ISBN: 9781392040799Subjects--Topical Terms:

529436
Educational leadership.
Subjects--Index Terms:

Authentic leadership

Leadership at Three Mile Island: A Qualitative Study of a Technological Disaster.
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300 $a 225 p.
500 $a Source: Dissertations Abstracts International, Volume: 80-10, Section: A.
500 $a Publisher info.: Dissertation/Thesis.
500 $a Advisor: Stober, Spencer S.
502 $a Thesis (Ph.D.)--Alvernia University, 2019.
506 $a This item must not be added to any third party search indexes.
506 $a This item must not be sold to any third party vendors.
520 $a Tornados, hurricanes and tropical storms, blizzards, and earthquakes are facts of life. The public leadership on display during these disasters is familiar to most Americans as are the warnings to heed evacuation orders in the case of a hurricane or staying off the highways in the case of a blizzard. Increasingly public officials are facing disasters and crises for which there is no standard script. These are disasters and crises caused by failures of technology. The 1979 reactor accident at Three Mile Island (TMI) presented public officials with challenges never before encountered and was a harbinger of events such as the 2010 Deepwater Horizon Gulf of Mexico oil spill and Flint, Michigan, water crisis. Disaster leadership is an evolving area for leadership studies. Public leadership during a disaster is different from routine political leadership or public administration and requires different leadership skills and traits. Authentic leadership may be an ideal construct for disaster leadership, especially when people fear for their lives or livelihood. This study examines the leadership of Pennsylvania Governor Dick Thornburgh and Nuclear Regulatory Commission engineer Harold Denton during the TMI crisis from late March to mid-April 1979. The study uses qualitative content analysis of secondary and archival data to analyze the leadership of Thornburgh and Denton. Three data sources are used. The first is transcripts of interviews conducted by Dickinson College researchers of Carlisle, Pennsylvania, area residents in the months following the accident. This study may be the first time the Dickinson TMI interviews have received scholarly attention. The second source is articles, letters to the editor, and editorials from papers in the counties most impacted by the accident. The third data source is letters sent to Thornburgh and Denton. The qualitative content analysis used both in vivo and a priori codes. A priori codes were developed from the authentic leadership literature. Codebook development and the codebook used for the content analysis are provided. Denton's and Thornburgh's leadership did much to alleviate the fear and uncertainty many Pennsylvanians experienced during the TMI accident. The study concluded that Denton's and Thornburgh's leadership did exhibit attributes associated with authentic leadership. A proposed model for disaster leadership is presented consisting of competence, endurance, and authentic leadership.
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