This article addresses how shared forms of leadership can activate resilient organizing to cope with catastrophic events by examining the case of the 33 Chilean miners’ rescue who survived confinement at 600 m below ground for 69 days. Qualitative analysis of interview and document data reveals how the miners as a group engaged in the sharing of agency vis-a-vis the task of absorbing strain and anxiety, thus enabling a sophisticated work capacity and a constructive relational dynamic. The miners’ resilient capabilities emerged from the activation of collective resources in three distinct yet complementary modes of interaction: self-organization, collaboration, and mutual caring. Our empirical findings indicate that the distribution of agency becomes essential for the promotion of both collective sensemaking and emotional containment in contexts of crisis. By accounting for such affective-relational underpinning of the sharing of leadership, this article contributes a more nuanced understanding of crisis management and the organization of positive, constructive responses to adversity, breakdown, and conflict.

本文探讨了33名智利矿工的救援事件，这些人在地面下600 m的空间中存活了69天，从而解决了共享形式的领导如何激发灾难性事件的能力。对访谈和文件数据的定性分析揭示了矿工作为一个群体如何与吸收劳力和焦虑的任务共享代理，从而实现了复杂的工作能力和建设性的关系动态。矿工的抵御能力来自三种不同但互补的互动方式：集体组织的激活：自我组织，协作和相互关怀。我们的经验发现表明，在危机的情况下，代理人的分配对于促进集体意识的建立和情感遏制至关重要。通过考虑领导共享的这种情感关系基础，本文有助于对危机管理以及对逆境，崩溃和冲突采取积极，建设性的应对措施的更细致的理解。