This conceptual paper presents an analysis of the potential contribution of the leadership-as-practice (L-A-P) perspective to crisis leadership research. There are three research avenues through which the L-A-P view can especially contribute to the crisis leadership literature: (1) interpreting crisis leadership as a collectively social, continuously evolving practice; (2) studying the dynamic and complex interrelationship between routines and improvisation in crisis leadership; and (3) mapping the evolving learning process embedded in crisis leadership. These three aspects also have practical relevance for managers and employees in their encounters with the crisis situations they face.