Leader cognition in real-world settings: How do leaders think about crises?

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Leaders, followers, and time (2008, background): “Mumford et al. (2007) also note that external time pressure will impact a leader's decision-making ability by limiting access to, and application of, schematic information they may have when time is short.”
A framework for examining leadership in extreme contexts (2009, background): “” Because extreme events often involve complexity dynamics, the study of how leaders and followers process and make sense of complexity in extreme and ill-defined contexts will be a useful area of future research (Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000; Mumford et al. 2007).”
Leaders' sensemaking under crises: Emerging cognitive consensus over time within management teams (2015, background): “Crises involve a movement away from stability to established new goals (Lichtenstein & Plowman, 2009) and also imply a time pressured change relative to standard operating procedures (Mumford et al., 2007; Williams, Pillai, Deptula, & Lowe, 2012).”
Leadership: current theories, research, and future directions. (2009, background): “These two approaches illustrate a fundamental way in which views of leadership cognitions vary, with the former focusing on activities with the individual leader and the latter focusing on interactions that occur between individuals (Mumford et al. 2007).”