Title: Investigating the influence of leadership on operational resilience

Authors: Nelson K. Tonui; Mubanga Mpundu

Addresses: Institute of Distance Education, University of Zambia, Zambia ' Department of Economics, University of the Western Cape, P/Bag X17, Robert Sobukwe Road, Bellville, 7535, Cape Town, South Africa

Abstract: This study examines the impact of leadership on operational resilience within the energy infrastructure industry. The study utilised mixed methods approach consisting of survey questionnaire and semi-structured interviews conducted on purposively selected industry participants. The findings reveal that organisational leadership influence operational resilience in multiple ways including vision and mission strategy development, adoption and use of information technology systems and fostering a culture of resilience. In addition, the study showed that leadership is a fundamental organisational function that integrates various elements needed for an effective and efficient functioning of an organisation. This study showed effective communication, 360-degree thinking and adaptability as the main leadership qualities that promote operational resilience. It also identified organisational resources, information technology and organisational culture as the main components of an organisation's operational resilience strategy. The study identified gaps in lesson learning and information technology adoption processes and provided recommendations to address these gaps.

Keywords: operational resilience; leadership; leadership qualities.

DOI: 10.1504/IJBCRM.2026.152631

International Journal of Business Continuity and Risk Management, 2026 Vol.16 No.1, pp.97 - 115

Received: 04 Mar 2025
Accepted: 16 Sep 2025
Published online: 31 Mar 2026 *

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