Exploring Leadership Styles and Organisational Resilience During Crises in China
DOI:
https://doi.org/10.53797/ujssh.v3i2.34.2024Keywords:
Leadership Styles, Organizational Resilience, Transformational Leadership, Crisis Management, ChinaAbstract
This study analyses the effects of transformational, servant, and distributed leadership styles on organisational resilience during crises in Chinese organisations. A quantitative methodology was utilised to poll 500 mid- and senior-level managers from diverse sectors. The findings indicate that transformative leadership exerts the most significant positive influence on organisational resilience, promoting employee trust, engagement, and adaptation. Transformational leaders cultivate motivation and a collective vision, enhancing an organisation's capacity to manage crises adeptly. The study underscores the necessity of implementing leadership techniques tailored to an organisation's distinct crisis management requirements. The findings offer significant insights for leadership development, indicating that organisations must emphasise leadership strategies that cultivate trust, collaboration, and adaptation to enhance resilience during crises. These insights provide pragmatic counsel for organisations aiming to improve their readiness and ability to succeed in adverse conditions.
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Copyright (c) 2024 Yifan Gong, Mohd Yusof Abdullah
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