Organizational crises, especially those of an extreme nature that include threats to survival and mass casualties, are deeply psychologically challenging for leaders. Previous research has focused on the effectiveness of leaders’ crisis management without much consideration for how leaders manage their own crisis reactions. This study was carried out in the crisis management facilities at the headquarters of a multinational energy corporation while a terrorist attack was ongoing in one of its subsidiaries. The unique access and data provide insights into how leaders react to crises and seek support by using different coping strategies. We develop a three-phase model (acceptance, psychological flexibility, and commitment) that illustrates the in-situ creation of a holding environment to support leaders in coping, not choking, under the pressure of a life-threatening crisis.
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