Citation :

Devadharshini G, Kishalini C, 2025. "Agile Leadership in the Era of Disruption: Navigating Organizational Change in Post-Pandemic Economies" International Journal of Community Empowerment & Society Administration [IJCESA]  Volume 2, Issue 2: 9-21.

Abstract :

The world of economies, the way organizations are set up and led everywhere went through so much of a seismic shift because of COVID that there has just been a long-lasting earth moving process that is still going on after the pandemic. Firms need to quickly get in shape for supply chain disruptions, digital acceleration, remote work and changing consumer preferences. These needs undermined the constraints of the old-fashioned, top-down leadership and highlighted the need for more agile, nimble practices. One interesting way to cope with this action space is: agile leadership that maps agile software development methods to organisational work. Agile Leadership: a list of agile leadership skills: resilience over stability, responsiveness over rigidity – this is a sort of flexible leadership, calls out some specific skills: adaptive capacity, decentralized decision-making?? “iterated learning, psychological safety or the confidence to openly share without fear; and digital fluency. This study also hands on the role of agile leaders for driving organizational change in during and post epidemic age dansiet. How we talk about what agile leadership is and does as it seeks to facilitate organisational resilience, creativity and sustainable performance in VUCA-land guiding through recent empirical signsvoices with systematic reviewsopenspace on practitioner perspectives. Agile leadership, the research concludes, is what powers teams, drives decision-making faster and embeds learning processes into organizations – building both longer-term strategic resilience and shorter-term crisis response.Given the need to map agile leadership capabilities including digital readiness, flexible governance, and rapid sensing to tangible organizational-level outcomes such as workforce engagement, operational productivity, and strategic elasticity we present a conceptual model. (more…) The report also highlights the ongoing struggles of scaling agility in all its forms across various organizational constructs and industries — particularly, the balance between inclusivity and employee well-being on one hand with speed on the other. The thesis therefore offers a theoretical knowledge and practical knowing how of effective strategies with an impact on leadership practice and theory. In the end, the research indicates companies will be more poised to turn disruption into opportunity if they integrate agile leadership at every level of a business. An agenda for future research is proposed at the end of the paper to find out as how agile leadership can be institutionalized in order to deal with global issues after pandemic.

References :

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[14] Shaikh, S., Shaikh, S. S., & Urooj, M. B. (2024). The meta-analysis of a comparative study on agile leadership of private companies' performance: A learning lesson from the USA and Pakistan. Policy Research Journal, 2(4), 814-827. policyrj.com

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[17] Tessema, D. B. (2025). A meta-analysis of agile mindset, customer centricity, and corporate social responsibility in fostering corporate sustainability. Business Ethics and Leadership, 9(1), 1-15. Armg Publishing

[18] Ratajczak, S. (2024). Agile leadership practices in the digital era: A comprehensive review. Management Papers, 15(1), 45-60. managementpapers.polsl.pl

[19] Moarefi, S. (2025). A framework for agile leadership in knowledge-based organizations. Asian Journal of Management and Human Social Sciences, 9(1), 1-20. ajmhss.com

[20] Kwasek, A. (2025). Determinants of effective leadership in agile organizations: A case study. European Research Studies Journal, 28(1), 1-15. European Research Studies Journal

Keywords :

Digital Transformation; Resilience; After The Pandemic Economies; Agile Leadership; Organizational Change; VUCA Environments (Volatile, Uncertain, Complex And Ambiguous); Adaptive Governance.