Resilience and Leadership for growing companies

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Contributors

Marijn Meijering

by Sven Strandstra, Jesse Tol, Lennart Vink, Jordy Sjoe and Erik Dolstra

Summary

Over the past years, resilience is shown as a fast-emerging subject to brace organizations for crisis that might occur. Research is done on how crisis occurs due to the growth of the organization and how leadership can affect the resilience in such a crisis. Three leadership styles are discerned: task-oriented, involving and engaging. These three leadership styles are compared on the three phases of growth. Based on workshops and a literature analysis, results are provided about how each leadership style affects resilience in each growth phase. The results show that there is a trade-off in these leadership styles between the efficiency of making decisions and the degree to which resilience of the employees are stimulated. Engaging leadership promotes the resilience of individuals but creates an inefficient decision-making structure. Task-oriented leadership does the opposite, while involving leadership is in the middle of this trade-off. As the company grows the weight of these factors changes. Thus, it is recommended to change the leadership style, based on the current growth phase of a company.

File Download : Research Paper: Resilience and Leadership for growing companies

Contributors

Marijn Meijering