Leaders’ Resilience: What Leaders Can Learn from the COVID-19 Crisis

Charlotte Förster () and Stephanie Duchek ()
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Charlotte Förster: University of Technology Chemnitz, Juniorprofessorship for European Management
Stephanie Duchek: Engineering IAO, Fraunhofer Institute for Industrial

Chapter 2 in Leadership After COVID-19, 2022, pp 17-30 from Springer

Abstract: Abstract Minimizing financial losses, ensuring employee safety, and leading virtually are just a few challenges leaders have faced during the COVID-19 crisis. To cope effectively with such circumstances and stay healthy, leaders need a high degree of resilience. Our chapter aims to provide insights into the functioning and promotion of leaders’ resilience. Based on previous resilience research in the fields of psychology and management, as well as our own empirical work, we develop a leaders’ resilience model that points to central resilience factors in the leadership context. Our model focuses on behavioral resilience factors that leaders need to survive crises productively as well as healthily. These factors refer to the phases before, during, and after the critical event and depend on the leaders’ traits and abilities as well as the leaders’ private and work-related environment. We use the COVID-19 crisis to illustrate the individual parts of the model and draw lessons learned for future leadership practice.

Keywords: COVID-19; Crisis; Leadership; Resilience; Resilience model; Workplace resilience (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:fuobcp:978-3-030-84867-5_2

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DOI: 10.1007/978-3-030-84867-5_2

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