Abstract

This study explores leadership in crisis management and organisational resilience. Leadership is crucial to organisational survival and longevity in uncertain, volatile, and increasingly disruptive situations. The study defines crisis management as the structured process by which organisations prepare for, respond to, and recover from disruptive events, while organisational resilience is the ability to anticipate, adapt to, and recover from crises while maintaining essential functions and long-term stability. The study adopts a qualitative, conceptual, and descriptive methodology based on a comprehensive review of scholarly literature. It critically analyses leadership practices, crisis management processes, and organisational resilience using peer-reviewed journal articles, academic texts, and theoretical frameworks. The Transformational Leadership Theory emphasises inspirational motivation, intellectual stimulation, individualised consideration, and idealised influence to improve organisational reaction to crises. Leadership significantly influences crisis preparedness, response effectiveness, and organisational recovery, according to research. Effective leaders promote adaptability, creativity, clear communication, and employee well-being during disruptions to boost resilience. However, the analysis also finds inadequate leadership structures, communication issues, and little resilience thinking in organisational strategy. These deficiencies often hinder crisis response and organisational sustainability. Leadership is essential to developing resilient companies that can recover from crises, according to the study. To improve future readiness and organisational stability, it advises continual leadership development, resilience integration into strategic planning, adaptive leadership practices, improved communication systems, and institutional learning from prior crises.