Leading for Resilience: Fostering Employee and Organizational Resilience in Tourism Firms

Abstract

Grounded in conservation of resources (COR) theory, this study identifies the effect of leadership behaviors on the resilience of tourism firms and employees in Sri Lanka during the early stages of the COVID-19 crisis. The developed conceptual model links the resilient leadership behaviors of vision sharing, leadership of tasks, and management of change with employee resilience (cognitive, behavioral, and contextual) and organizational resilience (planned and adaptive). The findings highlight that resilient leadership behaviors in the early stages of the pandemic enhanced both employee and organizational resilience. The contextual and behavioral dimensions of employee resilience mediated the effect of resilient leadership behaviors on organizational resilience. The study offers suggestions for the development of organizational resilience and the specific support that may facilitate the recovery of the tourism sector from the COVID-19 crisis.