Strategic leadership and organizational resilience capabilities on the healthcare system of Indonesia

Objective: To address the complex situation in an uncertain business environment caused by government regulations and unpredictable crises, the idea of resilience leadership (RL) is proposed and examined in order to create substantive and sustainable organizational resilience capabilities (ORC). Methods: Drawing on strategic leadership and dynamic capability approaches, we reviewed the literature and presented a theoretical model to explore the role of strategic leadership in the context of hospitals facing adversity. We conceptualized organizational resilience and discussed the importance of developing resilience capabilities for hospital sustainability. Key Findings: There are many possibilities for empirical research to analyze RL and its development in an increasingly ambiguous environment. This study illustrates the relationship between RL practices and the ORC. This enabled the formulation of six key propositions that guided RL in sustainable hospital success. Conclusions: We recommend a role for RL and illustrate how RL can develop an ORC manifested in resource reconfiguration (RR) and network capability (NC) variables, both directly and indirectly, and together contribute to hospital sustainability.