Abstract

Purpose: This study critically examines the interplay between leadership decisions and organizational resilience during crisis periods. While traditional leadership theories emphasize efficiency and authority, contemporary crises ranging from global pandemics to economic shocks demand adaptive, anticipatory, and evidence-based decision-making.

Design/Methodology: A quantitative research design was adopted, employing survey data collected from 320 mid- to senior-level managers across multiple sectors affected by recent crises. Structural equation modeling (SEM) and multiple regression analyses were conducted to determine the statistical relationships between leadership styles (transformational, adaptive, and digital) and organizational resilience outcomes (operational continuity, psychological safety, and strategic recovery). Results are presented in well-labelled tables highlighting both direct and mediating effects.

Findings: The analysis reveals that adaptive and transformational leadership significantly enhance organizational resilience, whereas a purely transactional approach offers limited crisis mitigation. Decision-making agility, proactive risk assessment, and employee psychological empowerment emerged as critical mediators in strengthening resilience. Notably, digital leadership tools amplify communication efficiency and resource reallocation under pressure, suggesting that technological integration is a key facilitator of resilient organizational behavior.

Originality/Value: This study bridges the gap between leadership theory and resilience practice in crisis contexts, offering empirically validated insights for executives, policymakers, and scholars.