Resiliency and Leadership in Organizations

There are suggestions that resiliency and leadership may be able to buffer the stress and uncertainty that are associated with organisational crisis, turbulence, and disruptions more broadly. [...]in this issue (Issue 27.3), we assemble papers that provide differing perspectives on resiliency and leadership in organisations. Antecedents and consequences of organizational resilience”, Rodríguez-Sánchez, Guinot Chiva and López-Cabrales, analyse the role of corporate social responsibility towards employees (CSRE) in the promotion of resilience at work, and how resilience results in organizational learning capability (OLC) and firm performance. [...]under the theme of resiliency, in the paper “Organizational antecedents to designing a comprehensive complaint management system”, Phabmixay, Rodríguez-Escudero and Rodríguez-Pinto investigate the influence of organizational culture variables (the extent to which the firm is customer and innovation oriented) and the nature of the objectives pursued by complaint handling (defensive vs. improvement objectives). The authors drew on psychological ownership and social exchange theory as well as survey data collected from 375 employees in Jordanian commercial banks to explore the relationship between the variables of interest in their study.