Key Lessons from Mega Disasters: The Haiyan/Yolanda Experience

Generoso Nielo Mazo

doi:10.31686/ijier.vol7.iss1.1281

Authors

Generoso Nielo Mazo

Leyte Normal University, Philippines

DOI:

https://doi.org/10.31686/ijier.vol7.iss1.1281

Keywords:

Leadership in Disaster Management, Relief, Rehabilitation and Recovery, Case Study, Community-driven and Collaboration, Tanauan, Leyte Philippines

Abstract

There is the continuing quest for lessons to enable man to recover and rehabilitate from the devastations from mega disasters. Anchored on the systems theory and using a descriptive method, this case study focused on the key lessons learned by the Mayor of Tanauan, Leyte as he led his town to rise from the destruction of Super Typhoon Haiyan. Investigating the interview through narrative analysis, he categorized the work into two major phases. 1) Relief Phase: Emergency provision of food and potable water; medical care; temporary shelters; assure security and immediate clearing operations, and; restoration of power supply, and;. 2) Rehabilitation and Recovery Phase: Building Back Better damages on permanent shelter, public infrastructure and livelihood. The 4 key lessons were: 1) Proactiveness; 2) Priority Setting; 3) Community-driven and Collaboration, and; 4) Personal Leadership. These lessons ought to be disseminated as these may save properties and lives

References

Almeda, J.V and Albis, M. (2013). Assessment of Typhoon Affected Communities in Metro Manila,12th National Convention on Statistics (NCS) EDSA Shangri-La Hotel, Mandaluyong City October 1-2, 2013.
Baxter, P. and Jack, S. (2008). Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers. The Qualitative Report Volume 13 Number 4. Retrieved from http://www.nova.edu/ssss/QR/QR13-4/baxter.pdf
Boin, A. & ‘t Hart, P. (2003). Public Leadership in Times of Crisis: Mission Impossible? Retrieved from http://onlinelibrary.wiley.com
Burns, WM. D. (2014) Leadership Lessons from the Spencer Project. Journal of Leadership Studies. Volume 8, Number 1.
Demiroz, F. and Kapucu, N. (2012). The Role of Leadership in Managing Emergencies and Disasters. European Journal of Economic and Political Studies; ejeps-5(1).
Jayasingam, S. and Cheng, M.Y. (2009). Leadership Style and Perception of Effectiveness:Enlightening Malaysian Managers.Asian Social Science, Vol. 5, No.2; February 2009; www.ccsenet.org/journal.html.
Gomez, D. (2007). Practitioner’s Corner: The Leader as Learner. International Journal of Leadership Studies. Vol. 2, Iss. 3, 2007. Regent University School of Global Leadership & Entrepreneurship, pp 280-284.
Kelloway, E. K. and Barling, J. (2010). Leadership Development as an Intervention in Occupational Health Psychology. Work & Stress, 24 (3), 260-279.
Kielkowski, R. (2013) Leadership During Crisis. Journal of Leadership Studies, Volume 7, Number 3.
Lessons in Leadership from the Fukushima Nuclear Disaster. (2013) Initiative for Global Environmental Leadership (IGEL), October Special Report. Retrieved from htt://environment.wharton.upenn.edu
Meadows, D. H. (2009). Thinking in Systems – A Primer. London: Earthscan.
Murphy, R. (2009). Leadership in Disaster: Learning for a Future With Global Climate Change, McGill-Queen’s University Press.
Northouse, P. G. (2010). Leadership: Theory and Practice (5th edition). Thousand Oaks, CA: Sage.
P. Tecson, Jr. (personal communication, April 10, 2014).
Perspectives on Disaster Responses, Case Study: Hurricane Katrina. Retrieved from www.dot.gov
Stern, E. (2013) Preparing: The Sixth Task of Crisis Leadership. Journal of Leadership Studies, Volume 7, Number 3.
The Transformational Leadership Report. Retrieved from: www.transformationalleadership.net
Wheeler, C.M.; Weeks, P.P. and; Montgomery, D. (2013) Disaster Response Leadership: Perceptions of American Red Cross Workers. International Journal of Leadership Studies, Vol. 8, Iss. 1, 2013. Regent University School of Business & Leadership.