Exploring Crisis Leadership During COVID-19: A Case Study on OYO

Yasmin Kukul, Kedarnath Thakur and Lalatendu Kesari Jena

Business Perspectives and Research, 2024, vol. 12, issue 3, 462-473

Abstract: The case explores the steps taken by the leadership team at OYO to mitigate the challenges faced due to the COVID-19 pandemic. As a young start-up on the growth trajectory, OYO was hit harder than some of its established competitors. With the onset of the pandemic, the hospitality industry had come to a grinding halt and occupancy rates were at an all-time low. It was necessary for the management to revamp organizational structures and processes, and exhibit strong leadership skills to drive the workforce through one of the most challenging periods that OYO would have to go through. A recurring theme observed throughout the case is the resilient leadership response to the crisis by the protagonist, that is, Ritesh Agarwal, the Founder and Group CEO of the company, and his unwavering involvement in ensuring to keep the company afloat. Several people-centric initiatives that were undertaken for different stakeholder groups are outlined throughout the case and a major focus is given to the importance of decentralized and distributed leadership in the face of a crisis. The case is a narrative on organizational crisis management on the face of a setback and the role of leaders and empowered employees to navigate it.

Keywords: Crisis management; COVID-19; distributed leadership; organizational restructuring; crisis leadership (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:sae:busper:v:12:y:2024:i:3:p:462-473

DOI: 10.1177/22785337221148812

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