Leadership Approaches to Preserving Quality of Services and Products Amid Organizational Uncertainty
Main Article Content
Abstract
Leadership under crisis conditions has become a focal point in understanding organizational resilience. This study explores how leaders can uphold service and product quality amidst uncertainty, emphasizing the critical alignment between leadership integrity and operational excellence. By conducting a comprehensive literature review from multiple perspectives—including contingency theory, transformational leadership, and crisis response models—this research outlines how adaptive, transparent, and ethically anchored leadership fosters continuity during disruption. Findings suggest that leaders who prioritize effective communication, decentralized trust, and values-based decision-making are more capable of sustaining organizational standards. Moreover, a crisis is revealed to be a moment for leadership recalibration—an opportunity to validate institutional culture and strategic vision. The paper also highlights gaps in current empirical data linking leadership behavior to customer satisfaction during crisis, calling for deeper exploration. By articulating the key attributes of crisis-resilient leadership, this study contributes to both scholarly debate and practical application in leadership development frameworks. The synthesis of global leadership practices offers insight for organizations aiming to institutionalize quality preservation as a leadership priority beyond stable operational environments.
Article Details
Section
How to Cite
References
Badaracco, J. L. (1997). Defining Moments: When Managers Must Choose Between Right and Right. Harvard Business School Press.
Boin, A., & ’t Hart, P. (2003). Public Leadership in Times of Crisis: Mission Impossible? Public Administration Review, 63(5), 544–553.
Boin, A., Hart, P., Stern, E., & Sundelius, B. (2005). The Politics of Crisis Management: Public Leadership under Pressure. Cambridge University Press.
Darmawan, D. (2021). Objective Vagueness, Appraisal Bias, and Lack of Employee Involvement in Performance Appraisal and Job Satisfaction in Organizations, Journal of Social Science Studies, 1(1), 117 – 122.
Denison, D. R., Hooijberg, R., & Quinn, R. E. (2006). Paradox and Performance: Toward a Theory of Behavioral Complexity in Managerial Leadership. Organization Science, 6(5), 524–540.
Donald, M. (2020). How Leaders Can Manage the Disruption Caused by the Pandemic. Emerald Open Research, 1(4), 1-15.
Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383.
El Namaki, M. S. S. (2018). Disruption in Business Environments: A Framework and Case Evidence. International Journal of Management and Applied Research, 5(1), 1-7.
Ellington, L. (2021). Leadership Disruption: Time to Reimagine Leadership Talent. International Journal of Business and Management Research, 9(2), 118-123.
Goffee, R., & Jones, G. (2001). Followership: It's Personal, too. Harvard Business Review, 79(11), 148–156.
Grote, G. (2019). Leadership in Resilient Organizations. In Exploring Resilience. Springer.
Hart, C. (1998). Doing a Literature Review: Releasing the Social Science Research Imagination. Sage Publications.
Heifetz, R. A., & Linsky, M. (2002). Leadership on the Line: Staying Alive Through the Dangers of Leading. Harvard Business School Press.
Herbst, T. H. H. (2021). Leading in Times of Disruption: Reimagining Leadership and Repositioning Leaders. In Leadership-New Insights. IntechOpen.
Horne, J. F., & Orr, J. E. (1998). Assessing Behaviors That Create Resilient Organizations. Employment Relations Today, 24(4), 29–39.
Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business Press.
Lengnick-Hall, C. A., & Beck, T. E. (2005). Adaptive Fit Versus Robust Transformation: How Organizations Respond to Environmental Change. Journal of Management, 31(5), 738–757.
Masys, A. J. (2021). Crisis Leadership and Sensemaking. In Sensemaking for Security. Springer International Publishing.
Mitroff, I. I. (2004). Crisis Leadership: Planning for the Unthinkable. John Wiley & Sons.
Mitroff, I. I. (2005). Why Some Companies Emerge Stronger and Better from A Crisis: 7 Essential Lessons for Surviving Disaster. American Management Association (AMACOM).