AN EMPIRICAL STUDY OF THE TYPOLOGY OF MANAGERS IN MANAGING OPPORTUNITIES IN CRISIS

Khamzina Yulia Sergeevna, Khamzin Timur Khamzovich

The article examines different types of leaders in terms of opportunity management during crises. Content analysis revealed 6 superordinate and 34 subordinate categories reflecting leaders' implicit models of crisis and crisis opportunity management. The empirical study confirmed the hypothesis of at least three distinct leader types in crisis opportunity management. The manager-leader emerges as an anxious organizer focused on operational tasks (planning, team development), lacking confidence in success while uncovering team and personal growth opportunities during crises. The innovator-leader demonstrates emotional stability and advanced communication skills, driven by belief in actionable solutions to realize business opportunities. The visionary-leader appears as a risk-taking strategist who sets development directions while remaining minimally involved in operational management. These three leader types create synergistic effects that transform crises from threats into development resources: visionaries set the direction, innovators lead change by realizing business opportunities, and managers organize work to enable personal and team growth opportunities.

Keywords:implicit crisis models; implicit models of opportunity management in crisis; leader types; opportunity management in crisis; opportunity management scenarios.