ABSTRACT
Effectively leading and managing volunteers and other stakeholders during a crisis is crucial, especially in the absence of specialized procedures or institutional frameworks. This scenario was evident in the establishment of reception points in Poland in the initial weeks following the Russian aggression on Ukraine in February 2022. The exigency demanded a specific leadership and management approach that evolved in response to urgent needs, widespread volunteer participation, and the absence of dedicated structures. Our theoretical contribution focuses on proposing a typology for emergent leaders and formally appointed coordinators, drawing insights from two case studies. These results confirm and supplement the existing leadership and volunteering theories but also contribute to the evolving field of emergent leadership research. The analysis holds practical significance by shedding light on the potential and limitations of citizen-led aid processes often deliberated in nonprofit and deinstitutionalization literature. By emphasizing distinctions in management and leadership styles and objectives, we also address their strengths and shortcomings at different stages of crisis management.