The Impact Of Leadership Styles On Sustainable HRM Practices: A Pathway To Organizational Resilience

Abstract

Organizations and their leaders frequently encounter a rapid pace of change, technological shock, economic instability, and the growing need to enhance employee well-being. To endure these challenges, recover, and emerge stronger which threaten their ability to compete, organizations must cultivate resilient leaders and a resilient workforce. Organizations, alongside HRD experts, serve as the backbone in strengthening resilience across the workforce.

The concept of organizational resilience encompasses multiple dimensions that evolve through the diverse capabilities an organization cultivates throughout its lifecycle. The study attempts to focus on how different leadership styles influence sustainable HRM practices to achieve organizational resilience. The aim is to contribute towards comprehensive knowledge that links different styles adopted by leaders and organizational resilience for sustainability. The study supports conceptual research and understands the relationship between the two concepts based on organizational resilience. Different leadership styles: autocratic, democratic, transformational, and servant leadership positively impact organizational resilience. This study offers an in-depth exploration of how resilience is developed within organizations and highlights best practices for leaders to strengthen organizational resilience.