Content area
This qualitative descriptive multi-case study explored how executive leaders of large non-profit U.S. service organizations perceive the contribution of leadership characteristics to organizational resiliency during and emerging from the prolonged COVID-19 pandemic crisis. Grounded in transformational leadership theory, the study aimed to understand how leadership team behaviors, processes, and decisions addressed unprecedented challenges. The research addressed how executive leaders perceived leadership team characteristics contribution to organizational resiliency during and emerging from the prolonged crisis, The multi-case study collected data from five non-profit U.S. senior living organizations. Reflexive thematic analysis approach was used to identify patterns and trends across cases, enabling cross-case synthesis. The findings revealed four overarching themes: Inclusive Communication, Mission Matters, Employee Experience and Engagement, and Leadership Agility Beyond Crisis. These themes were evident both during and emerging from the crisis. Inclusive communication emphasized transparent practices to build stakeholder trust. Mission matters guided organizational purpose. Employee experience and engagement addressed workforce dynamics, while leadership agility underscored flexibility, creativity, and collaborative decision-making in times of uncertainty. The study concludes that transformational leadership characteristics are essential for navigating prolonged crises and fostering organizational resiliency and sustainability.