This paper was published in The Journal of Leadership in Public Services, Volume 10, Issue 3, 2014. It describes the kind of leadership, decision-making and other community characteristics that support community resiliency in the aftermath of disasters. Hurricane Katrina, its primary focus, was a uniquely devastating urban event —necessitating re-design and re-building of every major system in the area. The paper explores the kind of effective leadership that promotes community resiliency, using democratic, diffused decision-making, stressing intra-dependence and promoting individual agency and locally informed decisions. Such leadership builds upon local networks and cultural bonds, not waiting for disaster, but continuously, with a flexible readiness framework infused in all efforts.
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