The spread of the COVID-19 pandemic in Italy has had disastrous effects on the national economy. The hospitality sector has experienced a significant impact from the crisis: starting from March 2020 it has literally collapsed. Experts believe it will take three years for the sector to recover. Confronted with a dramatic uncertainty, which imposed rapid action, hospitality leaders need to nurture resilience. To enrich current understanding of the way resilient leadership unfolds to respond to jolts, we draw on an exploratory qualitative research involving Italian hotel managers. Following in-depth interviews, we show that resilient leadership and improvisation are deeply interconnected. Their interdependence entails two practices, namely gardening and learning. This suggests a paradoxical tension: to exercise resilience, leaders need to be at the same time in the system, by actively learning from events, and outside the system, by zooming out as they focus on ongoing planning for the next move.

Improvising resilience: The unfolding of resilient leadership in COVID-19 times / Lombardi, Sara; e Cunha, Miguel Pina; Giustiniano, Luca. - In: INTERNATIONAL JOURNAL OF HOSPITALITY MANAGEMENT. - ISSN 0278-4319. - 95:(2021), pp. 1-13. [10.1016/j.ijhm.2021.102904]

Improvising resilience: The unfolding of resilient leadership in COVID-19 times

Sara Lombardi
;
Luca Giustiniano
2021

Abstract

The spread of the COVID-19 pandemic in Italy has had disastrous effects on the national economy. The hospitality sector has experienced a significant impact from the crisis: starting from March 2020 it has literally collapsed. Experts believe it will take three years for the sector to recover. Confronted with a dramatic uncertainty, which imposed rapid action, hospitality leaders need to nurture resilience. To enrich current understanding of the way resilient leadership unfolds to respond to jolts, we draw on an exploratory qualitative research involving Italian hotel managers. Following in-depth interviews, we show that resilient leadership and improvisation are deeply interconnected. Their interdependence entails two practices, namely gardening and learning. This suggests a paradoxical tension: to exercise resilience, leaders need to be at the same time in the system, by actively learning from events, and outside the system, by zooming out as they focus on ongoing planning for the next move.
2021
Resilience, resilient leadership, leadership as gardening, Covid-19, improvisation, learning, unlearning, hospitality, tourism, paradox
Improvising resilience: The unfolding of resilient leadership in COVID-19 times / Lombardi, Sara; e Cunha, Miguel Pina; Giustiniano, Luca. - In: INTERNATIONAL JOURNAL OF HOSPITALITY MANAGEMENT. - ISSN 0278-4319. - 95:(2021), pp. 1-13. [10.1016/j.ijhm.2021.102904]
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11385/203099
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