Leadership After COVID-19

The COVID-19 pandemic has permanently changed lives around the world and no dimension of life and leadership seems to have been spared from its wrath. Quarantines and lockdowns have become ubiquitous. Masks, social distancing, and zooming have become the new norms, turning much of the world into ‘a collection of reluctant shut-ins.’ And yet, this pandemic has also stirred us into thinking about novel approaches to lead organizations and societies toward a shared, sustainable future. Perhaps it is too early to arrive at post-pandemic leadership theory and practice. Nevertheless, during this moment of crisis, we must build on the lessons we have learned so far and help leaders to embrace holistic leadership principles that guide how leaders should lead toward a sustainable future. The current context has heightened the need for renewed leadership perspectives in the organizations that demands a more fluid, less encumbered and more participative kind of leadership. This chapter offers one such engaging prospect in the form of holistic leadership. Given the current pandemic crisis, we believe that there is a greater need for this integrative leadership approach and the role models that embody it to illustrate such leadership. This chapter concludes with the ancient Graeco-Roman philosophy called Stoicism as a choice perspective in life and leadership and also as a survival toolkit in the time of pandemic.

Minimizing financial losses, ensuring employee safety, and leading virtually are just a few challenges leaders have faced during the COVID-19 crisis. To cope effectively with such circumstances and stay healthy, leaders need a high degree of resilience. Our chapter aims to provide insights into the functioning and promotion of leaders’ resilience. Based on previous resilience research in the fields of psychology and management, as well as our own empirical work, we develop a leaders’ resilience model that points to central resilience factors in the leadership context. Our model focuses on behavioral resilience factors that leaders need to survive crises productively as well as healthily. These factors refer to the phases before, during, and after the critical event and depend on the leaders’ traits and abilities as well as the leaders’ private and work-related environment. We use the COVID-19 crisis to illustrate the individual parts of the model and draw lessons learned for future leadership practice.

During the COVID-19 pandemic, Peter B. Vaill passed away at age 83. Although most of his scholarly output was in the twentieth century, Vaill, remains a leading voice for the post-COVID generation for insisting that managing, organizing, and leading are performing arts not just skills, behaviors, or competencies. He questioned the dominant unsustainable paradigms of the field and often found them inaccurate or insufficient. He observed over 60 years that the field has made little progress in producing actionable research and effectively teaching it. His career is briefly summarized and then his vision, philosophy, and perspective for more sustainable organizations are arrayed in five sections: (1) “Permanent Whitewater”—VUCA; (2) Manager-Leaders not Management Competencies; (3) Practice; (4) Management is Purposing, Learning, En-courag-ing; and (5) Management Education. The current structure of the business school academy, AACSB accreditation, and the norms of Academy of Management scholarship largely mitigate against a next-generation Peter Vaill and more sustainable approaches to leadership and organizations.

Christian servant leadership is by its essence conceptually, morally and ethically compatible with the theory and practice of sustainable leadership in a post-Covid-19 world. This chapter explores how the attributes of Christian servant leadership reinforce sustainable leadership practices from a conceptual, empirical and Christian social justice theological perspective. Sustainable practices are embedded and integrated within organizational macro, intermediate, and microlevels that entail producing goods and services that promote the greater good and in a fashion that facilitates the wellbeing and growth of all the key stakeholders. The key focus of the chapter are the micro leadership and human resource policies and practices that stimulate employee long-term sustainability on the job to protect employees from future pandemics, and reduce employee burnout and the associated negative physical, emotional, spiritual and organizational performance outcomes. These important elements of Christian servant leader sustainability include ongoing implementation of policies and practices that enhance employee wellbeing including employee empowerment, fair employee treatment, and conducting a workplace health and stress audit to identify and solve threats to employee mental, physical and spiritual health. The chapter concludes with recommendations for future research and development.

We take the system disruption of the COVID pandemic to be one case of a wider pattern of systemic disruptions that leaders will increasingly face. Our fieldwork observation of our clients’ responses to the crisis have showed us that some ways of leading work better than others in adaptive times. We have identified that less egotistic forms of leadership—which we call here Quiet Ego Leadership—help in forming agile and collaborative responses to systems shifts. This chapter describes the AIM model of Quiet Ego Leadership—Allowing, Inquiry and Meta-awareness—and shows how this type of leadership can be developed and applied in practice.

This chapter suggests that we can’t yet teach post-pandemic leadership practice. The new normal is only just emerging alongside the global vaccine rollout: the framework within which leaders will operate is not yet knowable, how they need to practice is unknowable. But in this moment of hiatus, this global inflection point, we must help leaders to embrace leadership principles: self-evident, self-validating laws that govern how leaders should lead: be authentic, have integrity, behave with emotional intelligence. When leaders understand and embrace these principles before they start to practice within the emerging new normal, they will be ready to lead transformationally—which in a world where every industry, every activity, every endeavour in which we are engaged must change if it is to survive, is surely something towards which we should aim. In a volatile world, this is how to aim for a future in which leaders take us beyond striving towards thriving.

The world after COVID-19 is strongly transformed by the digital revolution and industry 4.0 and it demands a new leadership style. Younger, connected, restless and convicted people do not want to work for someone: they want to work with someone. Coevolutive leadership proposes to be a positive answer at this new social, cultural, and economic moment, based on three key elements: Vision, Conviction and Motivation. This leadership model seeks progression over time from people who are freed from the ungrateful task of receiving orders to build together, with active shared responsibilities and who seek, in a changing and still unclear future, to cooperate in the mind, in the hands and in the heart. These are probably the legacies of the pandemic, a better world for everyone with the obligation of being each day a better person. A struggle for life and a life for struggling to help others.

The COVID-19 pandemic has made it imperative to practice social distancing, making technology-mediated leadership more needed than ever before. E-leadership sheds light on coordinating and reshaping the workforce through the integration of leadership and advanced information technology. However, extant e-leadership literature is still based on the assumption that it is a technology-assisted natural intelligence (i.e., human intelligence) system. Artificial intelligence (AI)-simulated leaders can be a viable alternative to human leaders because of their abilities to learn and apply learning to works. The pandemic, coupled with AI technology, drives us to revisit and rethink e-leadership from an AI perspective. By integrating AI into e-leadership, we propose “e-leadership 2.0,” which explores the possibility of substituting natural intelligence with AI in a leadership context. From the standpoint of leader presence and leadership substitute theory, this chapter explored the possibility of substituting human leaders with AI-simulated leaders and boundary conditions.

The introduction of COVID-19 was unprecedented in modern day society. A crisis with such widespread global impact was unimaginable to many organizational leaders prior to the start of 2020. This leads to the questions: what does it take for organizations to persist through such an unparalleled global situation? What role do leaders play in enabling organizations to persist during a crisis? How can leaders foster an environment where the organization is able to be resilient through such a crisis? This chapter will propose that organizations with gritty cultures are better equipped to persist through crisis and demonstrate organizational resilience in the face of obstacles. This chapter will highlight the elements of a culture of organizational grit and how those elements contribute to resilience. Further, the chapter will emphasize the role that leaders play in establishing a culture of organizational grit, enabling their organization to be resilient when overcoming catastrophic events.

The COVID-19 pandemic has revealed many areas of strength, weakness, opportunity, and potential threat in businesses, organizations, and societies around the world. The COVID-19 crisis has laid bare the need for leaders who have integrity and moral leadership. Extant theories on leadership pay scant attention to the moral dimension of leadership. This chapter contends that to reset and rebuild businesses, industries, organizations, and societies after COVID-19 in a sustainable manner, moral leadership is imperative. Moral leaders are those who demonstrate compassion and respect for others, they are humane and humble, they value and speak the truth, and they actively listen. In today’s world, such leaders are more important than ever before. In this chapter, moral leadership is defined, the traits of moral leaders are examined, the case for moral leadership is made and the consequences of a lack of moral leadership in a post-COVID-19 world are considered.

This chapter reviews the need for ongoing expansion of and reflection on one’s internal locus of control as a personal skill toward perseverance and creative reinvention in challenging times. Using the COVID-19 global pandemic, as well as previous global challenges as instigators, the chapter will discuss some critical tools for self-preservation, sustainable growth, and overall excellence in personal and professional settings. The chapter first discusses the need for positive leadership as a necessary mode of operation in a post-COVID world, with an emphasis on awakened leadership. In extension to setting this stage, the chapter discusses the positive practice of COURAGE, which alludes to an understanding of having a Choice, nurturing an Open mind, keeping aware of the Usefulness of every experience, engaging in regular Reality-checks, positivizing one’s Attitude, honing the inner-Genius (creative skills), and continuing to Educate oneself.

As the world prepares for recovery after the Covid-19 pandemic, it will be clear that the world community is evolving into a cogent and unified planetary society. Humankind will continue to confront existential threats, including those demographic, environmental, pandemic, and technological in nature, as well as war conflicts. These threats will require cogent transformational leadership to meet extraordinary planetary system challenges effectively and proactively. In evoking the possible contours of the future landscape, this chapter underscores the need for cogent and ethical leadership values that will drive and transform the emerging integrated planetary society towards the end of the twenty-first century. Transformational leaders will transcend national paradigms and form the foundations and shape of future planetary solutions and systems. Such systems will not be a panacea but will allow for more humane and integrated collaboration and coordinated approaches to humankind development and foster greater environmental integrity, harmony, justice, and peace.

As we reimagine normalcy together, there is an increased need for modification of leadership style and tasks at work. Faster business cycles caused by COVID-19 accelerate the shift away from classic authoritarian leadership to more bottom-up models. With disruptions from the global pandemic, employees facing new challenges also seek out more self-initiated adjustments to their jobs. We suggest that transformational leaders could develop and cultivate employee job crafting to increase work engagement and utilize it as a communication tool to create shared visions. Transformational leaders can guide employees to initiate changes and connect individual tasks or jobs to the organization’s overarching purpose. Given the increasing uncertainty brought by the crisis, the visions and challenges are continually evolving and require crafting throughout the organization. We propose that shaping a climate of psychological safety is crucial for the organization to craft and update their journey together during this volatile time.

During the time of COVID-19, there has been speculation on whether a global shutdown has impacted the release of greenhouse gas (GHG) emissions into the atmosphere and whether there is hope for a reversal of CO2 emissions if certain practices are permanently altered—e.g., less air travel, the provision of alternate forms of clean-fuel energy, and limiting livestock farming. Noticeably, as a result of COVID-19, foot traffic is on the increase, flights have been limited in passenger bookings and destination choice, and skies have been noticeably clearer—from Shanghai to Los Angeles. And global CO2 emissions are on track to drop by 5.5% by the end of 2020—such a drop would be the largest yearly change on record, surpassing the financial crisis of 2008 and World War II. But even with the global economy gridlocked, science indicates that the world is still on track to release 95% of the carbon dioxide emitted in a typical year, continuing to heat up the planet and intensify climate change even with so many still at home. What can be done to lead the world from this seemingly inevitable calamity and implement the measures necessary to effect meaningful change? What already has been in the works since the signing of the Paris Agreement in 2015 that might be expanded now?

In this chapter, the authors provide insights into the views of experts with regard to changes in the global automotive industry during VUCA times. They present findings from a qualitative, international study in the automotive industry, based on 30 qualitative interviews conducted with experts in the field. Findings show that crucial areas of leading employees and organizations in VUCA times refer to driving organizational change and applying specific leadership values, developing organizations towards social enterprises, based on faith, passion, meaning, and purpose in the context of ethical, action-driven leadership. The chapter provides a conclusion and recommendations for future research in both organizational and leadership practice.

In this chapter, we develop a conceptual framework of mindful leadership in crisis to explain how leader mindfulness influences follower outcomes. We draw from and advance mindfulness theory and the high-quality connections literature to propose that mindful leaders better manage crisis situations by expressing empathetic behaviors, actively listening, and empowering their followers. These leader behaviors significantly color followers’ emotional experiences and contribute to improved follower work outcomes including job satisfaction, satisfaction with their leader, relationship quality, and job performance. Throughout the chapter, we refer to the COVID-19 pandemic as an example crisis situation in which mindful leaders can be especially helpful in shaping followers’ experiences.

The current global pandemic has demonstrated that food availability (production) and food accessibility (price and inflation) are two major systemic flaws in the global agriculture food supply chain (AFSC) on the food chain supply that has severely impacted the marginalized poor in India as well as the middle/lower classes in the USA. The pandemic has also exposed the dearth of crisis global leader (CGL) competencies. The massive amounts of food loss and waste in both case countries have created food deserts, an epidemic of hunger/food insecurity, and a huge carbon footprint. The AFSC has both upstream and downstream factors that have added to poverty and food scarcity by increasing prices, further creating widespread food insecurity for the masses. Government intervention (lack of) has added a burden to provide a solution to this severe and immediate food shortage problem. Although food systems are deteriorating worldwide, innovation such as blockchain technology, inculcating competency skillsets for our future global leaders, a systematic approach to improving local organic farming, and the involvement of nonprofit organizations at all state levels is needed to regulate this massive break in the food supply system in both developing and developed nations.

This chapter explores the significance of information literacy within leadership practice in schools and its implications for school leadership during a crisis such as COVID-19. Education, and more specifically schooling, has faced many calls for change and accountability. Discourses of school improvement, twenty-first century learning, and technology have driven multiple agendas seeking to transform schooling, even as the purpose and impact have remained points of debate. Each of these agendas contributes to an increasingly dense volume and complexity of information to be processed and enacted by school leaders. While not the first crisis for school leaders, COVID-19 challenged many day-to-day aspects of school life. The speed, impact, and levels of uncertainty addressed by school leaders, during such times of crisis, highlighted the significance of information literacy as critical to leadership practice. This chapter draws on data from two different case studies of school leaders, one pre-COVID and one during COVID-19, both providing illustrations of leadership during crisis. The illustrative examples provide insight into how school leaders currently enact information literate practice as a means of developing sustainable leadership.

COVID-19 has catapulted organizations across every industry into upheaval. As organizations struggle to pivot and innovate, leaders understand that VUCA (volatile, uncertain, complex, ambiguous) conditions require a different approach to leadership, innovation, operations, and management. VUCA conditions challenge both the traditional modalities of Western leadership practices, which rely on hierarchical control and predictability, and executive coaching practices that are based on linear frameworks of cause and effect. Since executive coaches often serve as trusted advisors, it is imperative for them to not only understand the nature and impact of VUCA conditions on a leader’s wellness and mental clarity, but also build their skillset to ensure leadership effectiveness through such uncharted times. This chapter summarizes findings from a qualitative research study that examined the best practices for executive coaches who support global leaders (Bayat, Supporting leadership success in a complex global economy: Best practices in executive coaching, Unpublished doctoral dissertation, Pepperdine University, 2018). The results combine insights and advice from 39 highly successful, in-demand executive coaches, representing nine different countries, from a wide array of disciplines and professional backgrounds who provide strategies for leadership success in a VUCA world. Findings suggest nine key best practices, centered on presence and open-mindedness, as the basis to support leadership success as we collectively address the challenges during the COVID-19 pandemic and beyond.

The present study aims to identify nurses’ abilities and behaviors affecting their adaptability to change in crisis periods. Adaptability to change is widely recognized as the main reason for difficulty in implementing change initiatives. Nevertheless, little is known about the factors triggering such a behavior in the workplace. An original research model is developed and empirically tested using primary data collected from Italian nurses between April and May 2020. In total, the final sample includes the responses of 281 nurses. Linear regression models are employed to test the hypotheses. Through the lens of change management, results show that nurses’ positive behavior, as well as their coping and leadership/authority abilities positively affect their adaptability to change. By analyzing the different dimensions of individual evaluation toward change, and also considering the environmental crisis given by COVID-19, our study expands the knowledge in the fields of change management and nursing management, thus adding something to previous works.

The COVID-19 pandemic has brought about an unprecedented emphasis on the slogan “Work from Home!” We must however ask ourselves, “Are our homes truly designed to act as workplaces?” Most “lockdowns” did not provide enough advance warnings for the workforce and HR professionals to even contemplate about reimagining their home as their office. Apart from an in-depth exploration of novel post-pandemic workplace adaptations for the OB/HR profession in several sectors, this article shall also explore, in conjunction, other impacts relevant to these novel workplace adaptations, which “shelter-in-place” or “lockdown” restrictions have had such as the sudden brakes on excessively materialistic lifestyles of the urban populace, disruptions in population density, likely changes in labor migration patterns, etc. and all other changes that are likely to stay. Lastly, the various trends in general mental health of the populace as ramifications of the lockdowns (both positive and negative) have been discussed.

The COVID-19 outbreak has dramatic effects on organizations and organizational members across the globe. Many organizational members have gone through a drastic change and become remote workers almost overnight. Because this abrupt shift to remote working was mandatory rather than optional, the extant knowledge of remote working might not be easily generalized in such an unprecedented context. By drawing on job demands-resources theory, this study aims to explore how leaders have attempted to motivate employees forced to remote work. For this purpose, semi-structured interviews with 12 employees working from home were conducted. Accordingly, two job demands (long working hours and work overload) were identified as demotivating factors. Conversely, five job resources (supervisory communication, supervisory technical support, supervisory social support, rewards and recognition, and flexibility and job control) were identified as motivating factors.

After experiencing the global pandemic of COVID-19, there is no doubt that our world is volatile, complex, and uncertain. In this environment, there is no perfect leader—no ideal set of personality traits or leadership strategies that is perfect for every situation. To be successful, leaders must identify their strengths and weaknesses and then adapt to the situation at hand. Upon the advice of Ancona et al. (Harvard Business Review, 2007) who praise the “incomplete leader,” we must recognize that not only is it acceptable to be “incomplete,” but we can grow stronger together through distributive leadership. A new integrated framework of leader-personality is introduced to help the reader identify their own leader-personality profile and then identify others who can compensate where they are weak. The seven-part framework is grounded in personality psychology and leadership theory and underpinned by a biblical definition of personality.

This chapter will assess how the local food environment and the uncertainty of food security in areas affected by a lack of food sources affect the ability to have food and nutrition security. Based on the author’s dissertation research conducted during the doctoral program, this chapter further identifies how the regional food supply chain is affected by social determinants in the food system by using a qualitative and philosophical approach to food security and urban geography. The author also analyzes food accessibility among the local and systemic level through (a) the emerging rise of food pantries, (b) changes to food waste and food policy, and (c) food system activities related to food services more likely to affect the likelihood of food insecurity issues. The author also explains the benefits of a structurally, economically, and geographically diverse food system that includes food products needed for sustainable food banks and food services.

This writer was at center stage when planning for Y2K in a global organization and maintained the plan for over 20 years. As COVID-19 unfolded in early 2020, those skills were in high demand as organizations without a plan scrambled to figure out what to do. This chapter will walk through the basics of developing a Business Continuity Plan that will help reduce fear and uncertainty in schools, organizations, communities, churches, and households. This chapter will also discuss the whole person (body, heart, mind, and soul) aspect of such a strategy. From a theoretical perspective, it will discuss leadership theory, change management, crisis management, and social responsibility.

Sophisticated planetary difficulties, extraordinary turbulence, and unforeseen chaos of COVID-19 have exposed the world of today. Although this current state amplifies the difficulties that organizational leaders face, it also offers fertile ground of opportunities for leadership to promote new approaches of thinking, leading, and learning. Therefore, progressive thoughts on leadership practice and theory, and relevant leadership strategies to manage the current crises and emergencies, are therefore an urgent must for organizations. The significance of emergency management in leading an organization and the vital role that emergency-oriented leaders play within organizations require the creation of a leadership framework relevant to emergencies. Given this discussion, we propose in this chapter a model of emergency-oriented leadership developed based on a literature review pertaining to emergency and leadership. Furthermore, this chapter provides a roadmap to leaders and policy makers on the leadership qualities needed to deal with emergencies such as crisis, epidemies, etc.

In this chapter, the authors will present an innovative leadership model that builds upon a framework for repackaging a proven Swiss Army Knife of tools to approach digitized workplaces affected by COVID-19 and the VUCA (volatility, uncertainty, complexity, and ambiguity) ecosystem our world has been thrust toward. Today our organizations are challenged to improve creativity, originality, initiative, innovation, critical thinking, and complex problem-solving. We will trigger new insights into how to foster these competencies and flourish in a world undergoing dramatic transformations. Leaders in the post COVID-19, VUCA world require a different mindset than those of the Third Industrial Revolution, which is achievable by applying our proposed framework of techniques in the Internal Leadership model. The tools of the External Leadership model, on the other hand, could support leaders in building rapport and gaining authenticity and credibility within the Fourth Industrial Revolution, making them able to inspire and empower their communities. We bring it together within the proposed Internal–External Leadership Model.

The world’s bizarre, peculiar, and the constant changing environment has presented new challenges for leaders, which act as new possibilities to validate their expertise and explore distinct strategies. It requires the implementation of a viable leadership approach, including vigorous, effective, and rational policies in the organizational setting. Ancient scholars have acknowledged the soulful, intense, harmonious, and spiritual pedagogy embodied in the Upanishads of Indian civilization as an extensive notion of knowledge that has provided strength and human values to the people in managing the dynamic and varying circumstances. Spiritual perception develops an energetic and positive sentiment by reducing psychological strain during a crisis and provides new insight and unique vision with a prospective solution. This chapter analyzes the wisdom-related ideologies through narratives and their relevance in the context of today’s volatile, uncertain, complex, and ambiguous environment after Covid-19 of the organizations for the development of strategies and represents an indigenous concept of sustainable leadership.

Leadership determines the outcome in a crisis. To be sustainable it must be based on perennial principles. This chapter defines spiritual economics based on the eternal concepts of Vedanta and differentiating it from religious economics, establishes its efficacy in the light of the shortcomings of the conventional economics. The notion of sustainable development is delineated as per the definitions of WCED and in the light of this philosophy. An attempt is made to establish that this spiritual economics can make the development really sustainable. In this backdrop, this chapter investigates whether there has been any suitable time-tested leadership theory which can support this endeavour. Given this interconnected background of spiritual economics and sustainability, the chapter examines whether and to what extent this evolving concept can be applied in the present Covid-19 induced pandemic whose all-encompassing impact has made the world increasingly volatile, uncertain, complex and ambiguous (VUCA). This chapter presents many representative illustrations and opines that the socially responsible Rājarshi leadership concept can be an Indian response to the world crisis, which can bring some peace and order in the chaotic post-Covid-19 world.

The COVID-19 pandemic and resulting social, economic, and political crisis has unleashed an avalanche of uncertainty and unique challenges on the global stage. Within a constructivist theoretical lens, failures of pandemic global leadership are explored. These failures include that global leadership has been xenophobic, siloed, and fraught with mixed messages that make followership problematic. Nevertheless, triumphs of global leadership have also emerged against the backdrop of the coronavirus, such as accelerated digital transformation and the recognition of a cadre of influential young women leaders internationally. Lessons can be gleaned from the coronavirus experience for application in the post-pandemic era. Global leaders will need to be more agile, connected, and empathetic. A preliminary empirical research study concludes that core leadership factors of focusing on collective over individual interests, communicating optimism and a sense of purpose, and having concern for the moral and ethical impact of decisions will be more important post-pandemic than in the pre-pandemic era. Overall, the roadmap for post-pandemic leadership as designed by the citizen voice is grounded in notions of transformational leadership.

The COVID-19 spread over more than 200 countries is expected to trim the economy of different regions by 4–10% of GDP (World Bank, Global economic prospect, Press Release, 2021), raise level of unemployment and poverty, and derail the career and happiness of people all over the world. It has compelled the leaders to think and lead differently in the present volatile, uncertain, complex and ambiguous (VUCA) environment with new challenges like loss of comfort zones, disorganization, unpredictable speed and magnitude of change, sudden and severe fluctuations due to lockdowns, etc. They need to leverage compassion and creativity for taking decisions that will impact on large number of people. Positive leadership deeply rooted in spirituality, ethical and moral values like interconnectedness, universal responsibility, courage, meaning in life, patience and tolerance, learning and sharing, selfless service and self-awareness, interconnectedness, universal responsibility, courage, meaning in life, patience and tolerance, learning and sharing, selfless service and self-awareness that have contributed to happiness and well-being of people, can promise shared and sustainable future. The present paper attempts to explore the role of positive leadership in the present VUCA environment.

Some organizations and leaders struggle with balancing decisions regarding financial, societal, and environmental contributions, the three traditional components of sustainability. For example, an organization’s financial difficulties can result in unfavorable impacts on its two other sustainability components: societal and environment. In The Infinite Game, Sinek emphasized the importance of these three sustainability components and added a fourth dimension—the longevity of the organization. While some leaders pursue “the infinite game,” many focus primarily on the near-term by necessity. This chapter explores the relationships among an organization’s leadership, its pursuit of excellence, the balance of traditional sustainability components, and ultimately its longevity. Then, it reexamines those relationships through the lens of the COVID-19 Pandemic, a global existential threat that has affected both organizations and individuals in unequal ways. Insights from both failed and surviving organizations may provide lessons for future organizational resiliency.

A belated correction was received from the author Yasir Mansoor Kundi to change his affiliation from: