領導韌性與組織韌性之初探

在面臨變化快速的外界環境中，領導人及組織的韌性十分重要，尤其在新冠肺炎疫情(Covid-19)爆發後，韌性也成為企業在面臨非預期的衝擊時的重要能力及疫情下的致勝關鍵。本研究以個案研究法進行研究。以韌性、個體韌性及組織韌性三大方向之文獻為基礎，透過搜集一二手資料，將其匿名化處理後，深入探討台灣某知名集團企業之領導人及該企業重挫後之重振歷程;最後，以 Patterson 及 Kelleher(2005) 韌性歷程框架、Denyer(2017)組織發展韌性歷程及 BSI 組織韌性架構進行個案分析，並觀察領導人韌性如何影響企業組織韌性之塑造。從研究中發現，第一、領導人的韌性歷程如同理論中所提及，為互動式的螺旋循環，而非單一直線性的關係;第二、而組織韌性的發展雖不一定遵從理論的演化步驟發展，但仍不妨礙其成為一具有韌性之企業;第三、個體韌性、領導韌性、組織韌性及領導發展為一循環關係，領導人過去的韌性經驗會影響其領導企業的方式，而企業在重振階段亦會成就其組織韌性的形成，組織的成功經驗會再次帶給領導人能量。

關鍵字

韌性；個體韌性；領導韌性；組織韌性；集團企業；多角化企業

並列摘要

The resilience of leaders and organizations is important in the face of a rapidly changing external environment, such as the outbreak of COVID-19. Organizational resilience is a vital capability for companies facing unexpected shocks and the key to success in the volatile post-pandemic era. The present study used the case study method. Building on the literature on resilience, individual resilience, and organizational resilience, first-hand and second-hand data were collected and analyzed after removing the case-identifying information to ensure anonymity. The process view of individual resilience (Patterson Kelleher, 2005) was applied to understand the personal shock and re-bounce experiences of a well-known group enterprise leader in Taiwan. The evolution view of organizational resilience (Denyer, 2017) provided the overarching theoretical framework to chart the 20-year revitalization journey of the enterprise after dipping to its bottom due to the leader’s faulty judgment and misbehavior. Finally, BSI Organizational Resilience Framework with four dimensions and constituent indicators was used to do scrutinize the current state of the resilience of the case enterprise. Throughout the case analysis, a recurrent theme has been intricate the meaningful interplay between leadership resilience and the shaping of organizational resilience over a trajectory of surviving and thriving. The conclusions of the study are as follows: First, the individual (leader) resilience process is an interactive recursive cycle, pivoting on self-awareness and self-development, rather than a unidirectional flow as depicted by Patterson and Kelleher (2005); Second, the development of organizational resilience needs not necessarily follow the steps (phases) of the evolutionary theory (Denyer, 2017), notwithstanding it iv does not prevent an enterprise from becoming resilient; Third, individual resilience, leadership resilience, and organizational resilience form a mutually feeding cyclical relationship. Specifically, the leader's personal learning and resilience building through adversity will affect the way he leads the enterprise; as the enterprise becomes more resilient through revitalizing, restructuring, and transformation, the successful leadership experiences will further enrich the learning and enhance self-efficacy for the leader.