Background: COVID-19 has been causing a high burden of suffering for patients and families. There is limited evidence on the preparedness of Indian palliative care services for the pandemic. Aim: This study aimed to assess the preparedness and capacity of Indian palliative care services in response to the COVID-19 pandemic. Methods: A cross-sectional online survey was developed based on prior evidence and international health regulations. It was emailed to the Indian Palliative Care Association members and investigators' professional networks in India. One participant per palliative care service was requested. Descriptive analysis was used. Results: Representatives of 78 palliative care services completed the survey. Three in four services had COVID-19 case definition and adapted their protocols for infection control (75%). About half of the services (55%) reported concerns about achieving appropriate hand hygiene in the community. More than half of the services (59%) had capacity to train nonspecialists for symptom control and psychological support. About half of the services reported that they had plans to redeploy staff (56%) and resources (53%) in the case of outbreaks. Two-fifths of the services used paper records to store an updated contact list of staff (40%) and did not have designated focal contacts for information update (40%). Staff anxiety related to personal infection risk and family care was relatively high (median score = 7 on a 1–10 scale). Conclusion: We recommend the following resource allocation to enable palliative care services to support the Indian health system in delivering essential care in this and future pandemics: (1) infection control, especially in the community; (2) training using existing clinical protocols to strengthen palliative care across the health system; and (3) redeployment plans.

Purpose The COVID-19 pandemic disrupted organizations, bringing in unforeseen situations and highlighting the need for organizational leaders to develop a capacity for resilience, i.e. the ability to recuperate, exhibit agility and rebound. Hence, this paper aims to explore leaders’ views on what resilience capabilities are needed to manage themselves, the team and the organization. Design/methodology/approach This qualitative research study uses an in-depth interview tool and adopts a reflexive thematic analysis. The capabilities approach and resilience theory framework were applied to view resilience capabilities. The sample comprises 19 middle and senior leaders, both men and women, from the information technology Industry in India. Findings This study unravelled different capabilities to manage individuals, teams and organizations. The three key themes of resilience capabilities observed were as follows: self-leadership capabilities – where leaders focussed on capabilities that developed themselves; people leadership capabilities – which focussed on leading people and the team; and organisation-focussed leadership capabilities – which focussed on the macro level. Originality/value The findings of the study benefit organizations, leaders, human resource professionals, talent management strategists and academic leadership scholars to identify, train, conceive and deliver resilience capabilities.