| This study was a qualitative, historical analysis of FEMA's collaboration with other organizations to build preparedness. The purpose of this case study was to evaluate FEMA's collaborative leadership behaviors with other organizations to plan preparedness. This study was significant as it examined changes in FEMA's collaboration with other agencies from January 1, 2001, to December 31, 2010. The problem was a lack of understanding on how FEMA's collaborative leadership has changed with nonprofit agencies, after Hurricane Katrina. The researcher examined Follett's theory to answer the research questions, including, how have FEMA's leadership behaviors changed with other organizations to plan preparedness after Katrina? What were FEMA's leadership strategies to build preparedness before Katrina; and, what were FEMA's collaborative strategies to build preparedness after Katrina? In this study, the researcher categorized leadership traits before Hurricane Katrina by developing them into categories emphasizing on organizational guidelines, partnership, resource allocation, organizational hierarchy, community involvement, employee empowerment, communication, education, stakeholders and victims, accountability, innovation, and public relations. In the same manner, the researcher further categorized leadership traits after Hurricane Katrina by developing them into categories emphasizing on cost-effective leadership initiatives, community engagement, communication, research and development, mutual aid, organizational commitment, community involvement, accountability, information and resource sharing, and empowerment. The recommendation is for FEMA to implement guidelines to govern the nature of collaboration with other organizations. |
