Conceptual framework of strategic leadership and organizational resilience for the hospitality and tourism industry for coping with environmental uncertainty

Abstract

PurposeThe purpose of this study is to develop a holistic resilience framework and its contributing factors for organizations in the hospitality and tourism industry for coping with uncertain environments, such as those brought about by the COVID-19 pandemic.Design/methodology/approachThis conceptual paper is based on a broad review of the literature on organizational resilience and strategic leadership. A conceptual framework is developed and discussed.FindingsThis study develops a holistic “strategic leadership-enhanced organizational resilience framework” that addresses the actions and mindsets required by hospitality and tourism organizations to attain organizational resilience and health.Research limitations/implicationsThis study fills the research gap in corporate resilience frameworks for hospitality and tourism. This study has practical implications for the industry by suggesting specific actions that companies can take to enhance their organizational health and resiliency under environmental uncertainty.Originality/valuePrevious studies suggested only partial strategic resilience responses. This study constructs a holistic “strategic leadership-enhanced organizational resilience framework” in the hospitality and tourism context.

The impact of leadership competences, organizational learning and organizational innovation on business performance

“…In the extant literature, many attempts have been made to search for novel strategies that help T&H firms overcome such harsh and turbulent situations. Various recent studies have also pointed to the role of leader in supporting T&H firms to achieve better outcomes during COVID-19 pandemic (Nazarian et al, 2022;Ho et al, 2022;Hahang et al, 2022). For example, Talu and Nazarov (2020) found that leaders relied on their competences such as emotional intelligence and goal orientation to lead their tourism firms through economic uncertainty.…”

“…Various recent studies have also pointed to the role of leader in supporting T&H firms to achieve better outcomes during COVID-19 pandemic (Nazarian et al. , 2022; Ho et al. , 2022; Hahang et al.…”

Strategic leadership for a Zimbabwean University in turbulent times: Literature analysis

“…Setting and executing of strategic direction is a crucial component evident in five of the seven context-specific frameworks of strategic leadership for SMEs by Svotwa (2019), Integrative frameworks of strategic leadership for ESMEs by Kanyangale(2017), frameworks of strategic leadership for Schools by Davies and Davies (2010), strategic leadership and organisational resilience for the hospitality and tourism industry by (Ho et al, 2022), and strategic leadership) for the federal government during a crisis by Farhan (2021. Svotwa (2019 discuss long term-direction in terms of strategic intent, which embraces the vision, mission statement, and strategic plans.…”

“…Motivating and influencing people is a crucial task of strategic leaders, evident in three context-specific frameworks: Strategic leadership by Ho et al (2022), Farhan (2021) and Davies and Davies (2010). More specifically, the framework for federal leadership by Fahan (2021) talks about attracting people to be followers, motivating followers to work together and overcome current challenges, and working with followers to become pioneers and entrepreneurs, making change and creating a difference during a crisis.…”

“…In a slightly different vein, the framework by Davies and Davies(2010) hinges on motivation to understand the necessity for change of strategy, culture, and behaviour in a school. The framework by Ho et al (2022) emphasises humane-oriented behaviour through encouraging mutual trust and team building for resilience enhanced by strategic leadership in the hospitality industry.…”