Impact of Digital Leadership on Organizational Resilience in the Face of Crisis: A Study of the Netherlands

Julia Claire ()

International Journal of Leadership and Governance, 2025, vol. 5, issue 3, 35 - 46

Abstract: Purpose: To aim of the study was to analyze the impact of digital leadership on organizational resilience in the face of crisis: a study of the Netherlands. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Digital leadership significantly enhances organizational resilience during crises in the Netherlands. Leaders who foster innovation, agility, and data-driven decision-making helped organizations quickly adapt, ensuring continuity through digital tools like remote working and e-commerce. The findings stress the importance of investing in digital leadership development to strengthen resilience and prepare for future disruptions. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, dynamic capabilities theory & contingency theory may be used to anchor future studies on the impact of digital leadership on organizational resilience in the face of crisis: a study of the Netherlands. Organizations in the Netherlands should prioritize the development of digital leadership competencies at all levels. Leaders should be equipped with the skills to lead digital transformations, promote innovation, and manage technological shifts that are critical in ensuring organizational resilience. The government of the Netherlands can support the development of digital leadership through policy initiatives that promote the adoption of digital technologies across industries.

Keywords: Digital Leadership; Organizational Resilience (search for similar items in EconPapers)
Date: 2025
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