A study on leadership of relief shelters following the 1995 Hanshin Earthquake

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  • 阪神・淡路大震災の避難所リーダーの研究
  • ハンシン アワジ ダイシンサイ ノ ヒナンジョ リーダー ノ ケンキュウ

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The purpose of our study on the 1995 Hanshin Earthquake was twofold. First, we investigated the operation of the relief shelters, including relief activities. In this part of the study, we focused on the leaders of the shelters. The second purpose of this study was to reveal factors contributing to the effective management of the shelters. About three weeks after the Hanshin Earthquake, we conducted interviews with 32 leaders of the relief shelters and of volunteer workers. We were mainly concerned with the conditions of the emergency facilities, how leaders were selected and what managerial problems they faced. The result of our study showed three types of motivation for becoming leaders. The first occurred naturally as an outcome of their activities; the second by their own choice; and the last because of their regular job positions. These results were analyzed and categorized by the type three quantification analysis. We found that the most effective management of the relief shelters was under leaders chosen by the last method; that is, those who held positions of leadership in their regular jobs.

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