EDITORIAL Resiliency and Leadership in Organizations Oluremi B. Ayoko Associate Professor of Management, UQ Business School, The University of Queensland Editor in Chief, JMO E-mail: r.ayoko@business.uq.edu.au The Global pandemic (Covid-19) is a health crisis that has not only accelerated the changing nature of work but has largely threatened employees’ interpersonal relationships. Covid 19 con- tinues to be stressful for individual workers given a significant shift in their lives and livelihood (Hu, He and Zhou, 2020) and an overwhelming degree of uncertainty and anxiety. Indeed, Grant and Wade-Benzoni (2009) suggest that exposure to death (e.g., through the covid pandemic) may activate anxiety, self-protective and withdrawal behaviors while minimising engagement (see also Sliter, Sinclair, Yuan & Mohr, 2014). These, in turn, culminate into employee physical and emotional stress and poor mental health and wellbeing. There are suggestions that resiliency and leadership may be able to buffer the stress and uncertainty that are associated with organ- isational crisis, turbulence, and disruptions more broadly. Thus, in this issue (Issue 27.3), we assemble papers that provide differing perspectives on resiliency and leadership in organisations. In these articles, authors reflect on a variety of issues such as: antecedence and consequences of resiliency, complaint system, knowledge behaviours, happiness at work, organizational evolvabil- ity, leadership (transformation, servant, and shared) and the connection between supervisor’s incivility and presenteeism. We begin with the articles on the theme of resilience. Positive psychologists (e.g., Masten and Reed, 2002) describe resiliency as “a class of phenomena characterised by patterns of positive adaptation in the context of significant adversity or risk” (pg. 75). These risks may include everyday-life risk that vary from potential illness, leading to a loss of loved one, economic instability, or micro-level internal threats such as harassment or missing a career-threatening deadline on a project (Luthans, Vogelgesang, Lester, 2006). While resiliency may be trait-like or dispositional, we know that it is also state-like and open to development (see Coutu, 2002). The first paper, “Deconstructing organizational resilience: A multiple case study” by Börekçi, Rofcanin, Heras and Berber, extends the resiliency field by focusing on relational and operational dimensions of resilience. Using multiple case study approach, the authors analysed complemen- tary contributions of relational and operational resilience on organisational resilience especially in survival and sustainability dimensions. In this respect, the authors developed and refined a con- ceptual model which argued that relational resilience and operational resilience in survival and sustainable dimensions have a role to play in organisational resiliency. In the next paper, “How to emerge stronger: Antecedents and consequences of organizational resilience”, Rodríguez-Sánchez, Guinot Chiva and López-Cabrales, analyse the role of corporate social responsibility towards employees (CSRE) in the promotion of resilience at work, and how resilience results in organizational learning capability (OLC) and firm performance. Employing structural equation modelling to test the research model with a sample of 296 companies from different sectors, the authors found that CSRE had a positive influence on organizational resilience. This, in turn, affected firm performance via OLC. Altogether, the paper empirically identified the antecedents and consequences of organisational resilience. The practical implications of the results for human resource management activities were discussed. © Cambridge University Press and Australian and New Zealand Academy of Management 2021. Journal of Management & Organization (2021), 27, 417–421 doi:10.1017/jmo.2021.44 https://www.cambridge.org/core/terms. https://doi.org/10.1017/jmo.2021.44 Downloaded from https://www.cambridge.org/core. IP address: 54.234.227.78, on 20 Feb 2022 at 06:51:35, subject to the Cambridge Core terms of use, available at