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Restaurant rush rar11/8/2022 ![]() ![]() While Singapore was the fifth most severely affected country in terms of deaths (Tai, 2006), it managed to contain the SARS virus within 2 months. The severe acute respiratory syndrome (SARS) outbreak in 2003 was the first public health crisis in Singapore and, till today, stands as the most severe challenge to its public health system. Besides mounting an effective operational response to an organizational crisis, leaders must also fulfil a symbolic need for direction and guidance from its members (Boin, Kuipers, & Overdijk, 2013). Leadership is critical in an organizational crisis and is often conceptualized as the process of exercising social influence (Mumford, Freidrich, Caughron, & Byrne, 2007). Resilience may be framed as the capacity to bounce back to a state of normality (Holling, 1973), or as an emergent property, when an organization learns to adjust to adversity and in the process, strengthens its capability to overcome future challenges (Wildavsky, 1988). The survival of an organization during crisis is dependent on the resilience of its members, as well as its leadership. These leadership tasks resulted in the formation of relational networks that could serve as social, emotional, and cognitive resources for organizational resilience. In addition, leaders communicated mindfully via these networks to promote positive emotional connections among members. ![]() Within the liminal period, leaders influenced the formation of new connections through mutual and swift trust and utilized these networks to enable collective meaning‐making and sensemaking. Early signs of the crisis were recognized by organizational leaders, who then ushered liminality-a period when routines were disrupted, and new relational connections were made to allow members to adjust psychologically, emotionally, and socially, to activate resilience. We proposed the Relational Activation of Resilience model to explain how leaders could utilize relationships to activate resilience during crisis and illustrated it using an abbreviated case study of Tan Tock Seng Hospital during the severe acute respiratory syndrome crisis in Singapore in 2003. ![]()
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