What Thailand’s cave rescue teaches us about unconventional leadership

The Rudolph Effect, or the process of including unconventional leaders. Credit: Webb and Cloutier, Journal of Management Recruit (2024). DOI: 10.1177/10564926241266501
Especially in times of crisis, leaders can emerge from unexpected places. One such example occurred in 2018 during the rescue of a group of 12 young soccer players and their coach who were trapped in a cave in northern Thailand after heavy rains cut off their exit route.
Thousands of people responded to the 17-day rescue effort, including 2,000 soldiers, 200 divers and employees from 100 government agencies. The success of the operation was largely due to an unconventional group of leaders. This group was an international group of cave divers with unique expertise essential to rescue operations.
Our recent research on rescue aimed to explore how leadership emerges outside of traditional chains of command. To do this, we analyzed online searches, including rescue documentaries and news reports, scientific literature and LinkedIn profiles.
We wanted to better understand the development of leaders who don’t adhere to the typical images of heroic or charismatic leaders. These atypical leaders challenge our traditional notions of what a leader should look like or how they should act.
From advisor to leader
Tham Luang Nang Non is a cave located beneath Doi Nang Non, a mountain range on the border of Thailand and Myanmar. On June 23, 2018, a group of 12 boys and an assistant coach from a local soccer team were trapped in a cave after heavy rain blocked the exit.
On June 25, Thai Navy SEAL divers arrived and began searching for the team inside the cave, but were unable to find them due to flooding. Initially, civilian cave divers were hired as advisors to Navy SEALs. However, the SEAL divers were unable to locate the trapped team, so cave divers took the lead.
On 2 July, two divers from the British Cave Rescue Council found the group alive, and their role changed from advisors to active participants in the rescue operation.
After the discovery, Thai Navy SEAL divers attempted to resume their role as primary rescuers, believing they were capable of carrying out the mission. However, their overconfidence and underestimation of the challenges ahead led to serious setbacks. Those who reached the children were unable to return with them due to lack of oxygen.
As the situation worsened, the cave divers succeeded in persuading traditional leaders such as Governor Narongsak Osatanakorn, Lieutenant General Bancha Duryapunt, Major General Apakorn Yukonggaeo, and Captain Anan Srawan to take over the mission.
Cave Divers has assembled a new team of expert cave divers from around the world. Rescue efforts began on July 8th, and by July 10th, everyone had been rescued.
“Rudolph Effect”
This rescue mission shows how individuals with professional skills and social capital can provide effective leadership, even in the most difficult of circumstances.
Before the rescue, many people considered cave diving to be strange or even unusual. In the documentary The Rescue, cave diver Josh Blatchley admitted that being in a dark, underwater cave is “probably some people’s worst nightmare.” But for cave diver Jim Werney, “Once you go underground, everything disappears.”
For self-proclaimed unconventional people, a love of cave diving and exploration serves as a form of escape and empowerment while still accepting that they are outside the norm.
However, cave divers’ knowledge of navigating the cold, dark waters underground, combined with capital within the cave diving community, made them effective leaders. This case study shows how leadership can emerge unexpectedly and how atypical skills, like cave diving, can lead to innovative solutions if valued and encouraged. .
In our research, we coined the term “Rudolph Effect” to describe how outcasts and unconventional individuals can become important leaders when given the opportunity. Like Rudolph the Red-Nosed Reindeer, from whom the term is named, these leaders use skills and perspectives that traditional leaders may not have to help teams effectively navigate extreme situations. can be guided.
Unconventional and trusted helpers can transform into leaders who leverage their unique skills, knowledge, and social capital to deal with extreme situations. However, this change is possible only if they have the opportunity to demonstrate their abilities.
Developing unconventional leaders
The need for such unique leaders is not limited to extreme situations. By highlighting extreme examples, we aim to demonstrate that managers need to increase opportunities for unconventional thinkers to contribute, even in everyday situations.
Managers must identify and develop leadership potential in individuals with diverse backgrounds and experiences. This not only improves the organization’s ability to respond to crises, but also expands the pool of potential leaders. This diversity strengthens companies, making them more resilient and adaptable in the face of unexpected challenges.
This case study serves as a reminder for managers to constantly reevaluate and adjust resources to achieve goals. In difficult situations, it can be beneficial to bring in leaders who think outside the box.
Managers need to be aware of the unique skills and connections within their teams to identify these unconventional leaders during risk planning. You should also have a backup plan in place in case your initial solution proves ineffective.
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Source: What Thailand’s Cave Rescue Teaches Us About Unconventional Leadership (November 3, 2024) From https://phys.org/news/2024-10-thai-cave-unconventional-leadership.html 11/2024 Retrieved on 3rd of month
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