Strategic Leadership and Organisational Resilience in a Disrupted World: An LCP Nexus™ Perspective
DOI:
https://doi.org/10.70301/CONF.SBS-JABR.2025.1/1.8Keywords:
strategic leadership, organizational resilience, disruption, LCP Nexus™, culture, AI, sustainabilityAbstract
Organisations today face a convergence of disruptive forces, from artificial intelligence and rapid digitalisation to sustainability imperatives and global crises. These forces expose the limitations of traditional leadership models and highlight the need for strategic leadership and organisational resilience. This paper applies the Leadership–Culture–Performance (LCP) Nexus™ framework to examine how resilience emerges not as an individual trait but as an organisational capacity rooted in the alignment between leadership, culture, and performance systems.
Drawing on insights from complexity theory, adaptive leadership, and crisis management, the paper explores how leaders can cultivate agility, foresight, and cultural alignment to navigate uncertainty. Case illustrations from healthcare during COVID-19, AI integration in financial services, and sustainability leadership in multinational corporations demonstrate how resilient performance arises when leadership signals are coherently interpreted through cultural systems.
The paper argues that resilience in a disrupted world requires leaders to foster cultural adaptability, distributed decision-making, and systemic trust, enabling organisations to transform crises into opportunities for strategic renewal. By situating resilience within the LCP Nexus™, this study contributes to advancing theoretical and practical understanding of strategic leadership in uncertain markets and organisational resilience as an emergent property of complex systems.
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