Organisational Resilience and Leadership: Development of a Conceptual Research Model using the Approach of Meta-analysis

ABSTRACT

The ability to bounce back is referred to as resilience. Employee resilience is defined as the ability to bounce back from hardship and foster personal growth (Beuren et al. 2021). Resilience is a protective element that supports favourable results as well as positive personality characteristics. Mokline and Ben Abdullah (2021) defines resilience as the ability to persevere in the face of adversity. The tenacity of the recent COVID-19 pandemic has undoubtedly had an impact on everyones work habits (Hu et al., 2020). Many businesses were unable to address pandemic-related challenges. After a disaster, leaders must reconsider, refocus, and redefine their roles and responsibilities (Foss, 2020). Whether it is to put out a fire or prepare for an entirely new world, scientists and engineers are often called upon. When dealing with this particular condition, stress and maybe burnout are probable side effects (Yuan and Zhong, 2021, p.65). The present paper evaluated previous work on how organisational resilience influences Organisational leadership and performance, and constructed a model to aid with conceptual comprehension.

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