On that day, my boss was not in the office, and I visited field duty in the Minneriya area. At about 11 AM, one village man came to me and said that there is smoke in the northern part of the national park. “A brush fire” came into my mind and I asked the situation in that area from the wildlife officer in the
area over the phone. Unfortunately, he was unaware about it and I asked help from the in-charge officer of the Minneriya Army base. He sent a group into the place and identified it as an initial stage of a bush fire. After that, I could coordinate with the disaster mitigation unit of the district, wildlife
officers, air forces troops and water supplying Authority of the district. In addition, I canceled all field day activities of all village men and sent them into the affected area according to the guidance of my boss. Within 2-3 hours
we, as a group, could manage the fire.

Paixão et al. (2020) identify three important attributes of
leadership in a crisis, and they are communication, making critical decisions and level of mentality in the crisis. In my experience, I communicated well with relevant actors in the situation, and I made suitable decisions with a strong mentality, even if my boss was not in the situation. Christensen et al. (2016) point out that strong network between inter departments is a crucial factor in crisis management. I used my business network to get support from various organizations in that situation and It mostly helped me to get initial actions to mitigate the crisis.

Leaders need to change their routing activities and rearrange the organizational structure to face the
prospective crisis after initial indicators of a crisis are detected (Fener & Cevik, 2015). In my story, on that day, I visited said area to solve land matters, however I changed my duties after detecting the crisis signal and allocated organizational resources to mitigate the adverse situation. However, Eric & Leonard (2020) highlight that
some leaders limit to close foreground, some return to normal operational working mentality, some managers make unnecessary approval in the new layer which are
less responsive and some focus on revenue and cost neglecting people. According to the author's indication, I did not return to normal operational background until the crisis became normal. However, I focused on the closer foreground, and I used unwanted resources like village men for crisis mitigation. Therefore, I believe leaders need to allocate only necessary resources in a crisis, and they should not give approval for unwanted expenditures. Further,
they need to make decisions considering post crisis situations and they need to act on reliable information. 

Christensen, T., Lægreid, P. and Rykkja, L.H., 2016. Organizing for crisis management: Building governance capacity and legitimacy. Public Administration Review, 76(6), pp.887-897.         

Eric, J. M. and Leonard, M., 2020, Are You Leading Through the Crisis … or Managing the Response? Harvard Business Review, pp.2-5. 

Fener, T. and Cevik, T., 2015. Leadership in crisis management: Separation of leadership and executive concepts. Procedia Economics and Finance, 26, pp.695-701. 

Paixão, G., Mills, C., McKimm, J., Hassanien, M.A. and Al-Hayani, A.A., 2020. Leadership in a crisis: doing things differently, doing different things. British Journal of Hospital Medicine, 81(11), pp.1-9.