Improvising resilience: The unfolding of resilient leadership in COVID-19 times

"It takes a lot of sisu to get through it"- managerial experiences of facing adversities during pandemic

PURPOSE

Sisu refers to extraordinary internal strength in the face of adversities. Although originally a Finnish concept, it can be a universally useful concept for studying managerial well-being and performance during difficult or even emergency periods. Previous research on sisu categorizes it into beneficial and harmful sisu and suggests that these two dimensions of sisu are useful when studying determination and resoluteness in crisis situations. This study applies the concept of sisu to examine managers' well-being in times of crisis.

METHODOLOGY

Interviews were conducted with 15 managers in the hotel, manufacturing and retail industries in Finland.

RESULTS

The beneficial effects of sisu seem to dissolve when it is used too often. The study also highlighted the paradoxical tension involved in the decision to stop or continue actions in a difficult situation and contributes to sisu research by discussing collective sisu.

CONCLUSION

The results of this study suggest that beneficial sisu helps to overcome adversity, while harmful sisu causes distortions in thinking that are detrimental to managers. Understanding one's own tendency towards beneficial or harmful sisu in difficult situations can help in managerial work. Collective sisu is an excellent resource for overcoming difficult situations in workplaces.

How well prepared are hospitals for future crises? Board members perceive their hospitals as resilient for acute crises

Resilience is an organizational capacity in day-to-day practice and crisis situation performance. A one of a kind crisis for hospitals is the COVID-19 pandemic. The long duration and magnitude of this crisis offers the opportunity to gain insight into the complexity of crisis management and organizational resilience of hospitals. This interview study therefore explored the organizational resilience of Dutch hospitals during the first 14 months of the COVID-19 pandemic. Nine board members of nine Dutch hospitals were interviewed by means of a semi-structured interview that was built on thirteen indicators of organizational resilience. The results showed that board members considered their hospitals as resilient on almost all indicators. Their judgments varied about how prepared and ready for future crises they considered their hospital. According to board members, hospitals are mainly prepared for "acute" short-term crises, thanks to good crisis leadership, open communication and strong networks. A crisis as long as the COVID-19 pandemic was unprecedented and therefore more difficult to deal with. In between the infection waves, work processes were reflected upon to learn, anticipate and respond more smoothly to successive waves. However, the enduring nature of the COVD-19 crisis presented complex organizational challenges. Crisis operations were eventually scaled down and hospitals had to manage the crisis and regular care as two companies side by side. Each crisis manifests differently. Fostering trust in healthcare staff and allowing them to act autonomously during crises, while diligently monitoring external influences and potential future crises, are therefore paramount in developing organizational adaptive capacities.

Resilience model for a destination support: Pattaya, Thailand

This research focuses on resilience and sustainable development in the tourism sector during the Covid-19 pandemic, using Pattaya - a renowned beach destination in Thailand - as the studied context. Since 2020, the pandemic has significantly impacted the tourism sector and its supply chain. The consequences include the stagnation of tourism and hospitality services and other economic activities due to lockdown measures and other restrictions. To investigate Pattaya's resilience in the face of these challenges, and post-pandemic recovery, this research adopted the conceptual framework on economic resilience and tourism recovery proposed by McCartney et al. (2021), as a theoretical lens to analyse events in Pattaya. The qualitative research method was employed, using in-depth interviews with public and private stakeholders, such as local authorities, large and small hotels, tourism business agencies and relevant organisations. The results show that the tourism industry, similarly to other sectors, was adversely affected by the Covid-19 pandemic, and the slow implementation of strategies proved inadequate in coping with the uncertainty. Local entrepreneurs require clearer and more supportive measures to reopen their businesses and resume economic activities.

Shared Leadership and Improvisation: Dual Perspective of Cognition-Affection

Improvisation is an effective way to cope with rapid changes and obtain unexpected opportunities in a complex environment. Based on the cognitive-affective system theory, this study investigates the dual mediating role of cognitive flexibility and emotional intelligence between shared leadership and improvisation and the moderating role of promotion focus. We used multilevel and multi-sourced data to test the theoretical model and used a social network approach to measure shared leadership in teams. Our sample was comprised of 40 teams and 240 team members. The empirical findings indicated that cognitive flexibility and emotional intelligence mediated the relationship between shared leadership and improvisation; promotion focus moderated the relationship between shared leadership and improvisation, and the mediation effect via cognitive flexibility. This study contributes to expanding on improvisation research from the perspective of shared leadership and incorporating both the cognitive and the emotional process of the generation of improvisation into a theoretical framework from a compound perspective, which will open the black box for the mediation mechanism from shared leadership to improvisation. Furthermore, promotion focus is introduced into the research and creatively corresponds to the cognition-affection mediation mechanism, which expands the applicable scope of the regulatory focus theory.

The role of capital structure management in maintaining the financial stability of hotel firms during the pandemic-A global investigation

Due to the detrimental effects of the Covid-19 pandemic on the hotel sector, pandemic crisis management research has received lots of academic attention, from studies in sales-marketing to human resource management. However, financial management has been largely overlooked in the agenda of pandemic crisis management and hotel resilience. Therefore, this paper aims to address the research gap by exploring the role of capital structure management in maintaining financial stability and resilience capacities of hotel firms during this evolving and unpredictable Covid-19 pandemic. Using a database of 1882 firm-quarter observations of 196 hotel firms in 30 countries from Quarter 3 2018 to Quarter 2 2021, it is found that low debt capital structure mitigates the adverse impact of the pandemic on hotel firms' financial stability during this turbulent time; particularly the negative impacts caused by government restrictions on both domestic and international travel. The benefit of low debt levels is more pronounced for more vulnerable hotels such as small, less diversified, and slow growing hotel firms. Also, hotel firms that have less long-term debt are more financial stable and resilient during pandemic period. Research outcomes suggest that financial management, in particular capital structure policies should be a critical part of hotel resilience building and crisis management strategy for hotel firms.

Understanding the Mental Health Impacts of the COVID-19 Pandemic on Railway Workers: Risks and Protective Factors

OBJECTIVE

Railway workers have provided an essential service throughout the COVID-19 pandemic. This study explored the effects of COVID-19 on the mental well-being of railway workers (N = 906) in the United Kingdom during the third lockdown period.

METHOD

The online survey included measures of COVID-19-related risk factors (perceived risk, stress, burnout, trauma) and protective factors (resilience coping, team resilience, general help seeking) associated with mental well-being. Responses were analyzed using multiple regression and content analysis.

RESULTS

COVID-19-related risk factors negatively predicted well-being. Higher scores on adaptive resilience, intentions to seek help, and team resilience significantly predicted higher mental well-being scores. Mental health decline throughout the COVID-19 pandemic and concerns for the future were reported.

CONCLUSIONS

Building a resilient railway workforce requires attention to staff mental well-being and to ensuring that support systems are robust and accessible.

Pandemic, power and paradox: Improvising as the New Normal during the COVID-19 crisis

The global COVID-19 pandemic made salient various paradoxical tensions, such as the trade-offs between individual freedom and collective safety, between short term and long-term consequences of adaptation to the new conditions, the power implications of sameness (COVID-19 was non-discriminatory in that all were affected in one way or another) and difference (yet not all were affected equally due to social differences), whereas most businesses became poorer under lockdown, others flourished; while significant numbers of workers were confined to home, some could not return home; some thrived while working from home as others were challenged by the erosion of barriers between their private and working lives. Rapid improvisational responding and learning at all levels of society presented itself as a naturally occurring research opportunity for improvisation scholars. This improvisation saw the arrival of a 'New Normal', eventually defined as 'learning to live with COVID-19'. The five articles in this special issue capture critical aspects of improvisation, paradoxes and power made salient by the COVID-19 pandemic in contexts ranging from higher-education, to leadership, to medical care and virtue ethics. In their own ways, each breaks new ground by contributing novel insights into improvisation scholarship.

The Effect of Servant Leadership on Work Resilience: Evidence from the Hospitality Industry during the COVID-19 Period

The COVID-19 pandemic is a tremendous crisis for public health, which also has a profound impact on business and social activities because many countries restrict travel and social gatherings to avoid the spread of COVID-19. Workers suffer from mental health problems including depression and anxiety due to the uncertain work environment. Hence, psychological resilience, a positive psychological response to these challenges, is essential to the success of employees and companies. Drawing on the conservation of resources theory (COR), this paper investigates how the leadership style (i.e., servant leadership) enhances the work resilience of hospitality employees through two time-lagged empirical studies. Specifically, study 1 demonstrates a positive relationship between servant leadership and employees' work resilience. Study 2 replicates study 1's result and further demonstrates that emotional exhaustion mediates the relationship between servant leadership and employees' work resilience. Furthermore, study 2 finds a significant moderating effect of job complexity. The findings of this paper provide empirical evidence for practitioners to manage employees' resilience and psychological resources.

The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia

Employee performance plays a crucial role in the productivity of organizations, especially in the hospitality industry in Malaysia. This work performance is influenced by leadership style, and finding the type of leadership style that is suitable to apply to employees is crucial, especially in the midst of the COVID-19 pandemic. Transformational leadership theory is selected for this study in determining leadership styles. There are four dimensions under transformational leadership theory, namely idealized influence, individualized consideration, inspirational motivation and intellectual stimulation. Data were collected online from 400 employees working in the hospitality industry in Malaysia and analyzed using partial least square structure equation modeling (PLS-SEM). The findings show that only two dimensions of transformational leadership, namely idealized influence and inspirational motivation, have a significant positive influence on employee performance. Implications in the context of human resource management and recommendations to increase employee performance are also discussed.

Exploring the role of leaders in enabling adaptive capacity in hospital teams - a multiple case study

BACKGROUND

Resilient healthcare research studies how healthcare systems and stakeholders adapt and cope with challenges and changes to enable high quality care. Team leaders are seen as central in coordinating clinical care, but research detailing their contributions in supporting adaptive capacity has been limited. This study aims to explore and describe how leaders enable adaptive capacity in hospital teams.

METHODS

This article reports from a multiple embedded case study in two Norwegian hospitals. A case was defined as one hospital containing four different types of teams in a hospital setting. Data collection used triangulation of observation and interviews with leaders, followed by a qualitative content analysis.

RESULTS

Leaders contribute in several ways to enhance their teams' adaptive capacity. This study identified four key enablers; (1) building sufficient competence in the teams; (2) balancing workload, risk, and staff needs; (3) relational leadership; and (4) emphasising situational understanding and awareness through timely and relevant information.

CONCLUSION

Team leaders are key actors in everyday healthcare systems and facilitate organisational resilience by supporting adaptive capacity in hospital teams. We have developed a new framework of key leadership enablers that need to be integrated into leadership activities and approaches along with a strong relational and contextual understanding.

Role of resilient leadership and psychological capital in employee engagement with special reference to COVID-19

Purpose

The spread of the COVID-19 pandemic has led to an unseen crisis lately, which has put organizational leadership and employee engagement (EE) to test. Resilient leadership (RL) helps an organization survive and keep employees engaged in the risky environment. Similarly, psychological capital (PsyCap) is known to exert an influence on EE, but PsyCap and EE have not been investigated together during the period of crisis. To address this gap, the present study aims to outline the importance of RL and PsyCap to keep the employees engaged in the information technology (IT) industry.

Design/methodology/approach

In total, 265 samples of IT professionals were collected by using an online survey questionnaire pan India. The collected data was analyzed using regression analysis, structural equation modeling along with bootstrapping technique for mediation analysis and model fit indices analysis.

Findings

The results of the analysis confirm the positive impact of RL on EE and the partial mediation impact of PsyCap on the RL–EE relationship, and the findings exhibit that employees with a higher level of PsyCap contribute favorably to EE during the COVID-19 pandemic.

Originality/value

This study aims to assist IT practitioners in effectively incorporating RL to plan mitigation strategies. EE is an outcome of enhanced PsyCap of employees. To develop necessary skills and coping mechanisms to combat disruptions of such massive outbreaks, RL and PsyCap are crucial.

Being resilient for society: evidence from companies that leveraged their resources and capabilities to fight the COVID‐19 crisis

This study adopts a resilience perspective to explain how companies managed to contribute innovative solutions to fight the COVID‐19 crisis. We studied how five companies operating in different industries (three in automotive, one in printing, and one in rubber and plastic products manufacturing) managed to reorganize activities and employ their R&D and innovation capabilities to enhance their resilience. Simultaneously, they increased the health system’s capacity to cope with the outbreak. Through a qualitative inductive study, based on interviews with company managers, we found that the firms mobilized their resources and capabilities to expand their ability to adapt and cope with adversity at the organizational level. In addition, moved by the sensitivity to the extreme context and a perceived sense of urgency, the firms deployed the same endowments to strengthen the community’s response to a crisis. Our study shows that an organization can directly and positively foster the broader social system’s resilience. This study contributes to the innovation literature by identifying innovation capabilities as fundamental antecedents of resilience building for organizational response, paving the way for strengthening the link between resilience and innovation.

A Contingency Theory Approach to Understanding Small Retail Business Continuity During COVID-19

Small retail businesses are particularly vulnerable to turbulence caused from the COVID-19 pandemic. To consider what actions retailer owners/managers can take to maneuver during such trying times, this study investigated leadership qualities associated with managing during times of crisis. Through in-depth interviews with 12 small retail leaders, thematic data analysis revealed an emergence of contingent leadership, including an internal focus on cash flow and employees and an external focus on preserving key stakeholder relationships. Retail leaders displayed a resilient mindset, showing passion, agility, innovation, and relationship development. A conceptual model is proposed to further illustrate findings from the study.

Early evidence of leadership skills and strategies in managing the impact of COVID-19 pandemic in the hospitality industry

Purpose

Given the critical consequences of the current Coronavirus (COVID-19) crisis worldwide, displaying good leadership has been of utmost importance. Hospitality has been among the industries that have been hit the hardest by the pandemic, and it requires exceptional leadership skills unique to this crisis and sector. This multi-country study aims to contribute to the understanding of some of the most important skills and strategies that leaders in the hospitality industry may use to navigate the COVID-19 crisis effectively.

Design/methodology/approach

This paper employs a qualitative study. Semi-structured interviews are conducted with managers of international hospitality groups or local hotel chains in seven different countries.

Findings

The results show that positive thinking, decision-making, flexibility, divergent thinking, trust-building and communication skills have a positive impact on leadership effectiveness in the hospitality sector during the pandemic. Besides, saving payroll costs, elaborating contingency plans and leveraging from partners' strengths are highlighted as crucial strategies.

Practical implications

This paper provides hospitality professionals across borders preliminary insights and recommendations to manage the COVID-19 crisis.

Originality/value

Especially being one of the sectors that have been hit the hardest by the COVID-19 crisis worldwide, the dynamics and leadership requirements of the hospitality sector need further attention. The findings contribute to the literature by illustrating how managers have navigated the initial stages of the crisis in the under-researched hotel sector, and also by gathering evidence about the sector dynamics related to the early stages of this crisis.

Strategic improvisation: an introductory conceptual framework

Purpose

By exploring “what is strategic improvisation in organizations?” the authors respond to advances in strategic improvisation (SI) conceptualization with an emphasis on the challenges of combining unplanned but deliberate responses to relentlessly changing environments, in which strategy becomes increasingly improvised.

Design/methodology/approach

An integrative review was conducted with the potential to develop new theoretical approaches to research problems. This literature review resulted in an introductory SI framework.

Findings

The authors propose a SI conceptual framework combining foundation, structuration and capillarization. While foundations comprise extemporaneity, novelty and intentionality, considered as triggers for the manifestation of SI, in this study structuration refers to the combination of a minimal structure and a reassessment process in response to unexpected situations. Capillarization means interaction patterns characterized as spontaneous, dynamic and collaborative. This framework leads to the definition of SI as an impromptu deliberate action stream, combining unplanned responses with intentional actions sustaining the convergence of strategy and operation, to integrate and reconfigure resources at the strategic level.

Practical implications

SI in practice considers reconfiguring the internal and external forces to deal with unexpected events and impromptu deliberate responses to face rapidly changing environments. This would enable practitioners and managers to prepare for eventualities that evolve dynamically and spontaneously, and unpredictable imminent global crises.

Originality/value

The authors conducted the first study mapping improvisation as a strategic organizational level phenomenon. SI is recognized as operating across levels, from the tactical and functional to the strategic.