The purposes of his study is to explore the diverse leadership styles that are needed by organizational leaders to cope the challenging and unpredictable situations such as the COVID-19 pandemic. The diverse leadership styles for organizational resilience is labeled resilience leadership (RL).
We employ a narrative review process based on the concept of functional leadership, which helped formulate a model of three categories of leadership actions for organizational resilience through the process of anticipation, coping and adaptation. Contextually, this manuscript examines the process of RL learn from the event of COVID-19 pandemic.
Findings signify that contextual differences in organizational resilience processes are divided into anticipation, coping and adaptation, requiring three different categories of leadership actions. The functional leadership framework develops three categories of strategic RL actions, namely: the need to be prepared to take action to overcome difficult external factors affecting the organization, the need to introduce new ideas through innovation and the need to improve the ability to provide direction during difficult times.
This study demonstrates three categories of leadership actions that are important and relevant for organizations facing adversity. Through the reciprocal dialogue between organizational resilience processes and strategic leadership actions for resilience, this study introducing seven propositions. It provides insights for practical applications in the field of organization RL.
