In this paper, focusing on the management crisis, we analyzed the judgments and actions taken by a new leader entrusted to reconstruction and the relationship with the organization members who responded to it, and examinedthe behavioral style of the leader. As a result of case study, we were able to confirm the following points. Under the influence of the representative heuristic, the new leader decided in a top-down style the rationalization plan that overestimated the start dash to survive the company. For the members, this will give rise to a situation where it is not convincing. Subsequent actions of the leader are consistent with behavior of innovative leadership such as role modeling, schema transformation. It is linked to the characteristics of heuristics such as easy remembrance （recallability） and affinity. If such behavior is taken, there is a possibility of showing synchronicity. Also, leaders will take care to treat everyone equally through specific actions and express sincerity to rationalization measures substantially. In response to such attitudes, members feel strongly about interpersonal justice. It was suggested that the behavior and attitude of the leader mentioned above will make a stepping stone toward recovery of business performance.