Leadership in Resilient Organizations

Abstract

This chapter focuses on organizations' ability to change between different modes of operation as a key adaptive capacity that fosters resilience. Four modes are described which represent responses to low versus high demands on stability and flexibility respectively. The operational requirements for leaders both in enacting the different modes of operation and in instigating switches between the modes are detailed. Strategic recommendations are outlined that should help organizations to build the needed leadership abilities and to support organizational change towards better handling fundamental tensions and trade-offs embedded in the requirement to stay in control while facing unexpected uncertainties.

Reflexive Spaces: Leveraging Resilience Into Healthcare Regulation and Management

“…Perhaps some of the reason for the lack of research attention to regulation and management as potential sources of resilience is the critique of regulators and managers establishing too many rules, too much standardization, too much focus on resource allocation, and external control mechanisms for an adaptive system such as healthcare. 20 , 21 Instead of looking at regulation and management as being contradictory to resilience, 22 we argue that there is a need to discuss how we can stimulate resilience through regulation and management. Stimulating resilience can even be seen as central to changes in regulatory theory and practice that have evolved to more process-based types of regulation.…”

Reflecting on the safety zoo: Developing an integrated pandemics barrier model using early lessons from the Covid-19 pandemic

“…Transactional leadership “aimed at an exchange of rewards for fulfilling expectations” ( Grote, 2019, p. 60) seems necessary. Switching between fixed and flexible attitudes, and between different safety management modes of operation ( Pariès et al, 2019 ) are needed to restore society and economy after a disaster.…”

Strategic Drift and Organizational Culture in Oil and Gas Company of Nigeria

“…Simple, resilience implies the ability of a system to "bounce back" after disturbances and "bounce forward" by learning from those circumstances and enhance the adaptive ability of the system to handle surprises (Ilmola, 2016;Woods, 2015 andGrote, 2018). Surprises Resilience can improve safety institutions" capacity to deliberately deal with and react to complicated threats.…”

“…Previous research has tried to clarify the connection between strategic resilience and organizational culture significantly (Grote, 2018;Pettersen &Schulman, 2016 andCatalin &Mihaela, 2013). Evidence prior literature has shown that the ability to transform threats into possibilities, and the ability to take advantage of possibilities in a timely, non-crisis-like way, demonstrate strategic resilience.…”