DISCUSSION REPLY Gaddie

ASSIGNMENT INSTRUCTIONS The student REPLY with at least ( 250-300) words . Student is asked to support their assertions with at least (1) scholarly citation in (APA) format. Any sources cited must have been published within the last five years.

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Resiliency in Leadership and Management by Gaddie

Resiliency in leadership and management can be defined as selfless service over time, character, and good adaptability in the face of immense adversity or crisis (Dees, 2013). For example, when confronted with a challenging circumstance, a leader's ability to respond and adjust to uncertainty without taking shortcuts may be considered resilient, provided they maintain good character. Resilient leaders can rapidly recover from losses and overcome challenges without negatively impacting others' welfare. Also, leading through risks and crises may include everyday-life incidents such as potential sickness, death of loved ones or staff, and economic instability. Therefore, the three most important concepts organizations must consider are selfless service over time, character, and leading through crisis.

Selfless Service in Leadership and Management

Selfless service is a fundamental principle for organizational leadership and management. A leader's primary motivation should focus onserving others rather than seeking personal gain. Leaders who value and respect their team members create a stronger connection, promoting effective collaboration and communication. Servant leadership involves prioritizing the demands of their teams, organizations, or customers to ensure sustainable growth and success (Bavik, 2020). For example, servant leadership takes time to develop and invest in their people, professionally and personally. Also, helping employees grow creates a stronger, more resilient team or organization. Similarly, selfless leaders create a culture where employees feel understood and are more likely to express their ideas and opinions. Resilient leaders must be prepared to put aside their egos and personal goals for the benefit of the team or purpose. Galkina et al. (2023) indicated that employees who felt well-supported by their employer had 90% better outcomes than those who didn't.

Character in Leadership and Management

According to Dees (2013), resilience in leadership is built not only on talent but on a foundation of strong moral character. Leaders who exhibit integrity, humility, and ethical behavior not only withstand personal and professional challenges but also inspire trust and loyalty in their teams. For instance, leaders with strong character consistently demonstrate honesty, transparency, and fairness, earning the trust of their employees or colleagues. Furthermore, leaders with good character are willing to admit when they've made mistakes and take responsibility for their shortfalls', using failure as a learning opportunity. Character develops transformational leaders. Transformational leaders are viewed as visionaries, risk-takers and can handle complicated problems. Character in leadership management helps prevent shortcuts for financial gain. For example, the discovery in 2015 that Volkswagen (VW) had installed defeat devices into its diesel engines to lower emissions during testing exposed a corporate scandal and resulted in a 40% drop in the company's share price in twoweeks (Juan & Sharon, 2019)

Leadership through Crisis

Businesses face constant challenges, economic instability, labor union strikes, and federal and state regulations. Therefore, organizations need resilient leaders and a workforce that can withstand challenges. The COVID-19 pandemic has significantly accelerated the changing nature of the traditional work environment and threatened employees' interpersonal relationships, causing stress and uncertainty for individual workers due to a significant shift in their lives and livelihoods (Ayoko, 2021). In addition, Dees (2013) highlighted that devastating incidents and crises can occur under the supervision of good leaders and organizations. Organizations that have integrated the value of resilience and agility across the business structure and given resilience training to their employees have a competitive advantage. Furthermore, resilience training enables employees to adjust to changing situations swiftly. A typical example would be Starbucks Coffee, which demonstrated resilient leadership during the pandemic, gaining 37% market share in the United States. Despite being expected to recover to pre-pandemic profits by 2024, Starbucks announced record earnings in 2021. The company's executives were enthusiastic about its mission and open to making dramatic changes to ensure development and profitability (Strategy People Culture, 2023).

Biblical Integration

In crises, authentic leadership shines, and the Bible offers valuable guidance and inspiration. Leaders can find solace, wisdom, and strength by examining Bible verses on leading through crisis. Proverbs 3:5-6 states, "Trust in theLordwith all thine heart; and lean not unto thine own understanding, but in all thy ways acknowledge him, and he shall direct thy paths" (King James Bible,1769/2017). Trusting in God's direction allows leaders to make sound decisions and confidently lead their teams, demonstrating the importance of relying on God's guidance in challenging times.

In conclusion, leaders who appreciate and value their team members foster aculture where employees feel understood and are more willing to communicate their thoughts and opinions. A leader's character is also important because it provides the moral backbone that enables leaders to stay strong, consistent, and ethical during a crisis. Furthermore, business organizations face continuous hurdles, including economic instability, labor union strikes, and federal and State regulations. As a result, firms require resilient leaders and employees capable of handling crises. Finally, God is the epitome of leadership and selfless service; hence, leaders might emulate God's leadership traits in their organizations.

Reference

Ayoko, O. B. (2021). Resiliency and leadership in organizations.Journal of Management & Organization, 27(3), 417-421.https://doi.org/10.1017/jmo.2021.44Links to an external site.

Bavik, A. (2020). A systematic review of the servant leadership literature in management and hospitality.International Journal of Contemporary Hospitality Management,32(1), 347-382.https://doi.org/10.1108/IJCHM-10-2018-0788Links to an external site.

Dees, R.F. (2013).Resilient leaders: The resilience trilogy. Creative Team Publishing.

Galkina, T., Atkova, I., & Gabrielsson, P. (2023). Business modeling under adversity: Resilience in international firms.Strategic Entrepreneurship Journal,17(4), 802-829.https://doi.org/10.1002/sej.1474Links to an external site.

Jung, J. C., & Sharon, E. (2019). The Volkswagen emissions scandal and its aftermath.Globalbusiness and organizational excellence,38(4), 6-15.https://doi.org/10.1002/joe.21930Links to an external site.

King James Bible. (2017). King James Bible Online.https://www.kingjamesbibleonline.org/Links to an external site.(Original work published 1769)

Strategy People Culture. (2023). Resilient leadership: create an organization that can weather any storm.https://medium.com/strategypeopleculture/resilient-leadership-create-an-organization-that-can-weather-any-storm-c2741e579d6eLinks to an external site.