ABSTRACT-18

Responsive and Responsible Leadership: An Alleyway to Organizational Resilience

ABSTRACT
Modern businesses are operating in the VUCA era, characterized by escalating economic,
technological and organizational change processes most of which are occurring simultaneously
giving little time to react. The turbulent environment continuously throws some hard punches at
the very foundation of the organizations. Success and survival in such an uncertain environment
demands the leadership that must be able to make explicit choices to enhance the
organizational resilience and augment the likelihood of foresee and avoid the shocks. A
responsive and responsible leadership framework; one that looks beyond the short-term results
and consider the long-term outcomes by cultivating sustainable relationships with the
stakeholders will sail the organizations successfully in the unmapped territory. Privilege is not
the criteria, on which leadership is built today, but it is founded on sustained and sincere efforts
by the leader to build the perpetual and sound leader-shareholder relationships that are
connected via a shared sense of meaning and purpose. Leaders need to serve the stakeholders
in a manner that surpasses personal interests and generates tangible results to bring the social
revolution. Responsible leadership is plausibly a new conception in developing organizational
resilience and hence requires an in-depth enquiry. Keeping the gap in mind this study aims
primarily at designing and developing a reliable and valid scale to appraise responsive and
responsible leadership capacities. Additionally study investigates the relationship among
responsive and responsible leadership and organizational resilience. Using experiential
research, data was collected from 175 employees (from all hierarchies) of 15 Information
Technology firms located in select states of Northern India. Application of Exploratory and
Confirmatory Factor Analysis revealed RRLS (Responsive and Responsible Leadership Scale)
as a reflective, hierarchical, multidimensional scale comprising of four latent variables termed as
Agility, Authenticity, Talent and Social Responsibility. Further Path analysis was performed to
unearth and evaluate the relationship among responsive and responsible leadership and
organizational resilience. The results revealed significant positive relationship among response
and predictor variables. More specifically it was found that responsive and responsible
leadership enhances firm resourcefulness, firm adaptability and firm’s learning. The study
concluded by suggesting that organization capacity to adapt to adverse situations with a
minimal level of disruption depends on how well the business leaders can foresee the change,
exhibits authentic leadership, exploit the power of their talent, and encompasses social
responsibility. Drawing upon the responsible leadership theory, this study offers practical
guidance on how to build resilient organizations. The study concluded by suggesting that
organizations should design the interventions to enhance the components constituting
responsive and responsible leadership to develop organizational resilience.

Keywords: Organizational Resilience, Responsive and Responsible Leadership, VUCA

(volatile, uncertain, complex, and ambiguous), Confirmatory Factor Analysis, Exploratory Factor
Analysis, Path Analysis

Comments:
1. The conditions regarding font and font size should be as mentioned in the ‘call for abstarct’.
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3. mention the limitations of the study also.