Organizational strategies, structures, and processes become quickly outmoded due to the pace at which the world is changing (Worley and Lawler, Organ Dyn, 39(2), 194–204. https://doi.org/10.1016/j.orgdyn.2010.01.006 , 2010). The cycles of innovations that affect organizations and their leaders have accelerated over time (Neufeld, Waves of change: understanding the driving force of innovation cycles. World Economic Forum, 5 July 2021. https://www.weforum.org/agenda/2021/07/this-is-a-visualization-of-the-history-of-innovation-cycles/ , 2021). While the first wave of innovations began in 1785 and continued for 60 years, the current innovation wave, which includes AI, robots, and other green technologies, is expected to last 25 years. Aside from this rapid technological advancement, the world has suffered major upheavals due to globalization, pandemics, and global conflicts (Shine, Globalization has rallied and is even working better – new report. World Economic Forum: Centre for Regions, Trade and Geopolitics, 15 Mar 2023. https://www.weforum.org/agenda/2023/03/globalization-reglobalization-dhl-global-connectedness-index-2023/ , 2023). During COVID-19, a global survey with over 13,000 leaders revealed considerable changes in their behaviors and approaches (Leadership Circle, How COVID has influenced leadership, 23 June 2022. https://leadershipcircle.com/blog/how-has-covid-influenced-leadership/ , 2022). Furthermore, regional and global conflicts influence how businesses respond to uncertainties. The Ukraine war (Muravitski, Lessons from Ukraine on building business resilience during wartime. Deloitte, 23 Oct 2023. https://www.deloitte.com/ce/en/services/risk-advisory/perspectives/lessons-from-ukraine-on-building-business-resilience-during-wartime.html , 2023) and political friction involving America and China (Shine, Globalization has rallied and is even working better – new report. World Economic Forum: Centre for Regions, Trade and Geopolitics, 15 Mar 2023. https://www.weforum.org/agenda/2023/03/globalization-reglobalization-dhl-global-connectedness-index-2023/ , 2023) are examples of disputes with global consequences. This scenario requires a paradigm shift for leaders and organizations (Prunea, Ann Univ Oradea Econ Sci Ser 23(1);524–531, 2014). Recent global research involving over 1600 companies across 18 industries compared data from before, during, and after the COVID-19 pandemic. It found that resilient companies often had higher profitability and a better likelihood of surviving adversity (Ashraf et al., Reinventing for resilience: a CEO’s guide to achieving long-term profitable growth. Accenture Res. https://www.accenture.com/content/dam/accenture/final/accenture-com/document/Accenture-Reinventing-for-Resilience-CEO-Guide.pdf#zoom=40 , 2023). This finding reinforces the need for an integrated approach to resilience, agility, and belonging in organizations. The holistic, resilient leadership model seeks to address that need. It incorporates concepts and best practices from systems thinking (Senge and Kim, Syst Thinker 12(4):3–11, 2013), strategy and innovation (Kim and Mauborgne, Blue ocean strategy: how to create uncontested market space and make the competition irrelevant. Harvard Business Review Press, 2015), team building (Lencioni, The ideal team player: how to recognize and cultivate the three essential virtues. Wiley, 2016), diversity and inclusion (Zheng, DEI deconstructed: your no-nonsense guide to doing the work and doing it right. Berrett-Koehler Publishers, 2022), positive psychology (Seligman, Flourish: a visionary new understanding of happiness and well-being. Free Press, 2011), resilience and emotional intelligence (Goleman, Emotional intelligence: why it can matter more than IQ. Bloomsbury Publishing, 2020), change agility (Worley and Lawler, Organ Dyn, 39(2), 194–204. https://doi.org/10.1016/j.orgdyn.2010.01.006 , 2010), and belonging (Cohen, Belonging: the science of creating connection and bridging divides. W. W. Norton & Company, 2022). The model indicates the direction to increase organizations’ and teams’ overall resilience and agility. The transformation begins with individuals and progresses to influence teams and organizations as a system, allowing a pathway for developing agile, innovative, and sustainable organizations (Miramontes and Schneider Demaria, The resilient leadership & change agility model [Conference session]. Hawaii International Conference on Education (HICE), Oahu, Jan 2024). The holistic, resilient leadership model is based on a comprehensive systematic literature review on leadership, resilience, and change agility (Miramontes and Schneider Demaria, The resilient leadership & change agility model [Conference session]. Hawaii International Conference on Education (HICE), Oahu, Jan 2024).

Navigating an Ever-Changing World and Creating Sustainable Organizations Through Leadership Resilience, Change Agility, and Belonging

动态工具书词条
发表日期：

2025年

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Suelen Schneider Demaria,
Gabriella Miramontes

摘要

Organizational strategies, structures, and processes become quickly outmoded due to the pace at which the world is changing (Worley and Lawler, Organ Dyn, 39(2), 194–204. https://doi.org/10.1016/j.orgdyn.2010.01.006 , 2010). The cycles of innovations that affect organizations and their leaders have accelerated over time (Neufeld, Waves of change: understanding the driving force of innovation cycles. World Economic Forum, 5 July 2021. https://www.weforum.org/agenda/2021/07/this-is-a-visualization-of-the-history-of-innovation-cycles/ , 2021). While the first wave of innovations began in 1785 and continued for 60 years, the current innovation wave, which includes AI, robots, and other green technologies, is expected to last 25 years. Aside from this rapid technological advancement, the world has suffered major upheavals due to globalization, pandemics, and global conflicts (Shine, Globalization has rallied and is even working better – new report. World Economic Forum: Centre for Regions, Trade and Geopolitics, 15 Mar 2023. https://www.weforum.org/agenda/2023/03/globalization-reglobalization-dhl-global-connectedness-index-2023/ , 2023). During COVID-19, a global survey with over 13,000 leaders revealed considerable changes in their behaviors and approaches (Leadership Circle, How COVID has influenced leadership, 23 June 2022. https://leadershipcircle.com/blog/how-has-covid-influenced-leadership/ , 2022). Furthermore, regional and global conflicts influence how businesses respond to uncertainties. The Ukraine war (Muravitski, Lessons from Ukraine on building business resilience during wartime. Deloitte, 23 Oct 2023. https://www.deloitte.com/ce/en/services/risk-advisory/perspectives/lessons-from-ukraine-on-building-business-resilience-during-wartime.html , 2023) and political friction involving America and China (Shine, Globalization has rallied and is even working better – new report. World Economic Forum: Centre for Regions, Trade and Geopolitics, 15 Mar 2023. https://www.weforum.org/agenda/2023/03/globalization-reglobalization-dhl-global-connectedness-index-2023/ , 2023) are examples of disputes with global consequences. This scenario requires a paradigm shift for leaders and organizations (Prunea, Ann Univ Oradea Econ Sci Ser 23(1);524–531, 2014). Recent global research involving over 1600 companies across 18 industries compared data from before, during, and after the COVID-19 pandemic. It found that resilient companies often had higher profitability and a better likelihood of surviving adversity (Ashraf et al., Reinventing for resilience: a CEO’s guide to achieving long-term profitable growth. Accenture Res. https://www.accenture.com/content/dam/accenture/final/accenture-com/document/Accenture-Reinventing-for-Resilience-CEO-Guide.pdf#zoom=40 , 2023). This finding reinforces the need for an integrated approach to resilience, agility, and belonging in organizations. The holistic, resilient leadership model seeks to address that need. It incorporates concepts and best practices from systems thinking (Senge and Kim, Syst Thinker 12(4):3–11, 2013), strategy and innovation (Kim and Mauborgne, Blue ocean strategy: how to create uncontested market space and make the competition irrelevant. Harvard Business Review Press, 2015), team building (Lencioni, The ideal team player: how to recognize and cultivate the three essential virtues. Wiley, 2016), diversity and inclusion (Zheng, DEI deconstructed: your no-nonsense guide to doing the work and doing it right. Berrett-Koehler Publishers, 2022), positive psychology (Seligman, Flourish: a visionary new understanding of happiness and well-being. Free Press, 2011), resilience and emotional intelligence (Goleman, Emotional intelligence: why it can matter more than IQ. Bloomsbury Publishing, 2020), change agility (Worley and Lawler, Organ Dyn, 39(2), 194–204. https://doi.org/10.1016/j.orgdyn.2010.01.006 , 2010), and belonging (Cohen, Belonging: the science of creating connection and bridging divides. W. W. Norton & Company, 2022). The model indicates the direction to increase organizations’ and teams’ overall resilience and agility. The transformation begins with individuals and progresses to influence teams and organizations as a system, allowing a pathway for developing agile, innovative, and sustainable organizations (Miramontes and Schneider Demaria, The resilient leadership & change agility model [Conference session]. Hawaii International Conference on Education (HICE), Oahu, Jan 2024). The holistic, resilient leadership model is based on a comprehensive systematic literature review on leadership, resilience, and change agility (Miramontes and Schneider Demaria, The resilient leadership & change agility model [Conference session]. Hawaii International Conference on Education (HICE), Oahu, Jan 2024).