Rethinking growth and survival of hospitality industry in Jordan: the role of responsible and resilient leadership styles in managing crisis

Alzoubi, Raed Hussam et al. Article Rethinking growth and survival of hospitality industry in Jordan: the role of responsible and resilient leadership styles in managing crisis Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Alzoubi, Raed Hussam et al. (2024) : Rethinking growth and survival of hospitality industry in Jordan: the role of responsible and resilient leadership styles in managing crisis, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-27, https://doi.org/10.1080/23311975.2024.2402080 This Version is available at: https://hdl.handle.net/10419/326562 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public. If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 Rethinking growth and survival of hospitality industry in Jordan: the role of responsible and resilient leadership styles in managing crisis Raed Hussam Alzoubi, Baker Shnaikat, Maisoon Abo Murad, Rami Al kloub, Ma’en Alhmesat & Omar Hamdan Mohammad Alkharabsheh To cite this article: Raed Hussam Alzoubi, Baker Shnaikat, Maisoon Abo Murad, Rami Al kloub, Ma’en Alhmesat & Omar Hamdan Mohammad Alkharabsheh (2024) Rethinking growth and survival of hospitality industry in Jordan: the role of responsible and resilient leadership styles in managing crisis, Cogent Business & Management, 11:1, 2402080, DOI: 10.1080/23311975.2024.2402080 To link to this article: https://doi.org/10.1080/23311975.2024.2402080 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group View supplementary material Published online: 16 Sep 2024. Submit your article to this journal Article views: 1773 View related articles View Crossmark data Citing articles: 2 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 ManageMent | ReseaRch aRticle Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2402080 Rethinking growth and survival of hospitality industry in Jordan: the role of responsible and resilient leadership styles in managing crisis Raed hussam alzoubia , Baker shnaikata, Maisoon abo Murada , Rami al klouba, Ma’en alhmesata and Omar hamdan Mohammad alkharabshehb aDepartment of administrative sciences, aL-Balqa applied university, as-salt, Jordan; bDepartment of international Business, Faculty of accountancy and Management, universiti tunku abdul Rahman, Petaling Jaya, Malaysia ABSTRACT the crisis in Jordan has had disastrous effects on the national economy, particularly impacting the hospitality sector. confronted with dramatic uncertainty, hospitality leaders must rapidly nurture responsibility and resilience. to enhance our understanding of how responsible and resilient leadership responds to such shocks, we aim to investigate if responsible and resilient leadership styles can foster crisis management in the hospitality sector through the mediating path of knowledge management, and the moderating role of digital transformation using the conservation of resources (cOR) theory to support our hypotheses. this theory asserts that organizational resources facilitate effective crisis management, implying that adequate resources and support systems enable organizations to navigate and recover from crises effectively. Data was gathered from 154 owners and senior managers in the hospitality sector, and the proposed relationships were evaluated using partial least squares structural equation modeling (Pls-seM). these findings imply that responsible and resilient leadership styles significantly influence crisis management. Furthermore, knowledge sharing mediates the relationship between these leadership styles and effective crisis management. Finally, the study identifies digital transformation as a significant moderator between knowledge sharing and crisis management. this research contributes to the existing literature on leadership and crisis management by demonstrating that, during times of crisis, leadership characterized by responsibility and resilience enhances crisis management within the hospitality sector. Introduction the growth and survival of tourism and hospitality firms in dynamic economies are particularly vulnerable to safety and crisis occurrences (Xie et al., 2022). in the current phase of development, significant crises have emerged that pose considerable threats to these industries, especially in affected regions, leading to a negative impact on the global tourism market due to their cascading effects. this fragility underscores the need for proactive crisis management techniques and effective safety controls to mitigate potential threats and ensure the stability and growth of tourism and hospitality firms. the global crisis, exemplified by the cOViD-19 pandemic, has forced tourism and hospitality firms to shut down their operations (Zhang et al., 2023). this unprecedented challenge underscores the critical importance of crisis management and the adoption of adaptive strategies for survival. as noted by Zamoum and gorpe (2018), the ability of organizations to endure turbulent times hinges on their crisis management capabilities, particularly in sectors like tourism and hospitality that are highly vulnerable to a wide range of disasters and crises (abo-Murad & abdullah, 2019). © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT Raed Hussam alzoubi raed.alz[email protected] Department of administrative sciences, al-Balqa applied university, as-salt, Jordan https://doi.org/10.1080/23311975.2024.2402080 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY Received 14 March 2024 Revised 12 July 2024 accepted 3 september 2024 KEYWORDS leadership styles; crisis management; digital transformation; knowledge sharing; hospitality firms’; cOR theory; Jordan SUBJECTS Business, Management and accounting; leadership; Organizational studies 2 R. h. alZOUBi etal. in recent years, the hospitality sector in Jordan has experienced rapid growth, becoming a crucial part of the Jordanian economy (Jic, 2018). With an estimated population of 10 million, Jordan welcomed ~5.3 million tourists in 2019, prior to the cOViD-19 crisis (MOta, 2020). in that same year, the tourism industry employed 53,488 people, including 20,918 in the hotel sector, accounting for 4.5 percent of the Jordanian workforce (alsheyab etal., 2023). Jordan’s tourism infrastructure is extensive, comprising over 2,200 institutions, including various hospitality establishments. among these, 610 are hotels, with 41 being five-star hotels (MOta, 2020). the contemporary business environment for the hospitality and tourism sector is increasingly dynamic and complex (Murad et al., 2021). therefore, it is crucial to implement viable solutions to mitigate the negative effects of such crises and maintain business continuity by equipping businesses with the necessary skills and information. crisis management is a continuous effort aimed at preventing or mitigating negative outcomes through actions taken before, during, and after a crisis (hede, 2018). in the hospitality and tourism sector, crises such as terrorist attacks, social unrest, forest fires, hurricanes, and transport accidents are particularly impactful. studies have demonstrated the necessity for dynamic leadership roles to navigate crises effectively and achieve positive organizational outcomes (Bowers et al., 2017). Within an organizational setting, the crisis management process requires immediate and deliberate action, highlighting the crucial role of leadership in preparing for contingencies and addressing threats to organizational continuity (Kim et al., 2021). Most previous studies on hospitality leadership during crises have focused on corporate leadership narratives (im etal., 2021), leadership scenario predictions in a post-pandemic world (shukla etal., 2023), and reinforcing organizational corporate social responsibility commitments (Filimonau et al., 2020). While some leadership styles make valuable contributions, the current state of knowledge about how various other leadership models influence crisis management in hotels remains limited. Research indicates that in crisis situations, essential roles include resilience and responsibility (Kim et al., 2021; irfan etal., 2023). Responsible and resilient leaders are dedicated to their organizations’ well-being and embody key roles that inspire others through effective communication. Furthermore, the effectiveness of crisis management hinges on a leader’s capacity to anticipate potential crises and make sound decisions accordingly (Valackiene, 2010). Responsible leadership is characterized by a commitment to accountability and a focus on addressing the needs and concerns of various stakeholders, with particular emphasis on those for whom a leader bears direct responsibility (cameron, 2021). During crises, significant situational uncertainty creates vulnerabilities for stakeholders within organizations (Bailey & Breslin, 2021). in such contexts, organizations play a crucial role in alleviating negative emotions and addressing psychological imbalances, primarily when guided by responsible leadership (Bartsch et al., 2021). empirical studies have examined the relationship between responsible leadership and individual job outcomes (liao & Zhang, 2020; Wang et al., 2021; luu, 2023). however, the significant impact of responsible leadership on organizational job outcomes, particularly in the context of crisis management, remains largely unexplored in previous research. the hospitality industry is currently navigating an exceptionally challenging operating environment, underscoring the necessity for a comprehensive examination of leadership styles (elkhwesky et al., 2022a; garcía et al., 2022; huertas-Valdivia et al., 2022). the industry faces additional challenges and unprecedented events, such as the cOViD-19 pandemic (Zhang et al., 2020; salem et al., 2021), which have further highlighted the need for researchers to generate evidence-based knowledge to aid management in navigating these complex environments (arici et al., 2021). in this context, academics have emphasized the necessity of further understanding responsible leadership in future research (haque et al., 2021). advancing this field requires exploring how organizations can implement responsible leadership (tsui, 2021), and conducting empirical research to assess its impact on organizational outcomes (garcía et al., 2022). Resilient leadership entails guiding teams through challenges, navigating adversities, and fostering business growth by adeptly responding to crises (Fang et al., 2020). such leaders encourage adaptation and a proactive approach to overcoming obstacles, crucial in navigating unpredictable circumstances and fostering long-term success. Understanding resilience characteristics is essential for leaders confronting obstacles and steering their teams toward sustained achievement (albuquerque Pai et al., 2023). Previous research has highlighted a relative lack of exploration into resilience responses from a leadership perspective during crises (Zhang etal., 2023). While existing studies have predominantly focused on cOgent BUsiness & ManageMent 3 employee and organizational resilience (saad & elshaer, 2020; chen & Qi, 2022; hall etal., 2023), the role of resilient leaders in fostering recovery and adaptation has received limited attention (Fang etal., 2020). Previous research has primarily assessed the impact of crises on hospitality and tourism enterprise leaders and developed crisis management strategies accordingly (ivanov & stavrinoudis, 2018; giousmpasoglou et al., 2021; Xie et al., 2022). however, these studies have often overlooked resilience responses specifically from a leadership perspective. thus, further investigation into this area within the context of hospitality and tourism is warranted (Zhang etal., 2023). Moreover, research by haque et al. (2021) and Zhang et al. (2023) underscores the necessity for further academic exploration into responsible and resilient leadership styles, alongside other mediation and moderation mechanisms (castellano et al., 2021; Javed et al., 2021) critical for crisis management. addressing these gaps, Bundy etal. (2017) advocate a holistic approach to understanding crises, emphasizing integrated perspectives that consider multiple variables and focal points of analysis. Our study contributes to the crisis management research field by investigating the impact of responsible and resilient leadership within the hospitality sector. this exploration aims to enhance organizational readiness and effectiveness in handling crises, building on the insights proposed by previous studies. this research explores the principles of responsible and resilient leadership through the lens of the conservation of Resources (cOR) theory (hobfoll et al., 2018). according to cOR theory, individuals strive to acquire and preserve organizational and personal resources. in the context of leadership, assuming responsible and resilient roles within an organization is viewed as an acquisition of valuable organizational resources. these resources, in turn, contribute to enhancing individuals’ personal resources. For instance, leaders develop strategies to effectively manage crises, thereby minimizing adverse impacts on organizational outcomes. Building upon cOR theory, gupta and Kumar singh (2023) propose that leadership characterized by responsibility and resilience acts as organizational resources. such leadership fosters the cultivation of both organizational and personal resources. this cultivation includes the development of strategies to navigate crises effectively, thereby mitigating their negative effects on organizational outcomes. Drawing on recent systematic literature reviews by haque et al. (2021) and Zhang et al. (2023), we integrate the model of crisis management (Zhang et al., 2020) with cOR theory (hobfoll, 1989). We expect knowledge sharing, defined as the transfer of experiences and knowledge among employees and the organization (Wu, 2016), to act as a mediator. this mediation is crucial in firms’ digital transformation, which involves leveraging digital technologies to create new business models and enhance firm value (Verhoef et al., 2021). the digital transformation thus serves as a boundary condition through which organizations can effectively influence crisis management strategies. in the realm of crisis management, scholars like nguyen et al. (2022) emphasize the pivotal role of knowledge sharing in bolstering crisis response and organizational resilience. according to cOR theory, an organization’s most critical assets – such as technological advancements and human capital – are fundamental to its performance, value creation, and sustained competitive edge, especially in the digital age (lathabhavan & Moovendhan, 2023). connecting these insights, it becomes evident that unforeseen challenges and resource constraints underscore the necessity for leaders to prioritize skill development, foster a culture of knowledge sharing, and embrace digital transformation. these strategies not only facilitate effective crisis navigation but also ensure heightened organizational performance and adaptability in volatile environments. Knowledge sharing has been recognized by scholars as pivotal in organizational decision-making and crisis resilience, enabling the rapid and efficient exchange of valuable information (lee et al., 2021). this proactive behavior is especially crucial in sectors like hospitality, where errors can impact service delivery significantly, making effective knowledge management through sharing essential for minimizing failures (huo et al., 2022). in knowledge-intensive environments, such practices are instrumental during crises, enhancing problem-solving and innovation capabilities (Baradziej & gkikas, 2021). the significance of knowledge sharing becomes even more pronounced in times of crisis as it accelerates and optimizes problem-solving, ultimately augmenting the firm’s innovation capabilities (lee etal., 2020). Organizations are therefore encouraged to develop strategies that foster and facilitate knowledge sharing, particularly in crisis scenarios, to navigate challenges effectively. Furthermore, firms are increasingly leveraging digital transformation efforts to bolster their crisis response and preparedness (aladawi & ahmad, 2023; leo et al., 2023). During crises, businesses face 4 R. h. alZOUBi etal. numerous challenges such as implementing social distancing measures, accommodating remote work preferences of employees, and adapting to reduced business travel, which can impact customer interactions and operational continuity (Ratten, 2020). to address these issues effectively, organizations are striving to predict trends and make informed decisions with greater accuracy and efficiency while minimizing risks (Yadegaridehkordi et al., 2020). Recent research by samala et al. (2020) underscores the need for further exploration into the scope of digital transformation within the hotel industry. given these insights, our study aims to achieve several objectives: first, to examine the correlation between responsible and resilient leadership alongside crisis management, with knowledge sharing as a mediator; and second, to assess how digital transformation moderates the relationship between knowledge sharing and crisis management. With this in mind, our research significantly contributes to the scholarly literature on responsible and resilient leadership by examining various facets. Firstly, we explore the interplay between responsible and resilient leadership in crisis management, enhancing our understanding of how leadership influences crisis outcomes. this expands our insights into crisis management and sheds light on the outcomes of accountable and resilient leadership. secondly, building on the work of Javed et al. (2021), our study delves deeper into the relationship between leadership styles and outcomes, emphasizing the crucial role of knowledge sharing, particularly within hospitality organizations. this highlights how effective leadership can shape crisis responses through enhanced knowledge dissemination. thirdly, our study investigates the intersection of crisis management, knowledge sharing, and digital transformation. By exploring how digital transformation moderates these dynamics, we extend our understanding of leadership’s impact on crisis management. this underscores the evolving role of technology in fostering resilient organizational responses to crises. thus, our research expands the understanding of leadership’s role in crisis management by mediating through knowledge sharing and moderating through digital transformation, thereby enriching the scholarly discourse on responsible and resilient leadership (refer to Figure 1). Literature review and hypotheses development Responsible leadership Responsible leadership, as articulated by Voegtlin (2011), emphasizes a leader’s proactive engagement with all organizational stakeholders. this approach prioritizes constructive dialogues, effective stakeholder management, collaborative problem-solving, and shared responsibilities to foster participative decision-making processes (Voegtlin, 2016). Waldman et al. (2020) further define responsible leadership at the executive level as the capability to address and serve the interests, expectations, and needs of stakeholders competently. in this context, responsible leadership, as defined by Maak and Pless (2006), emerges as an interactive process involving both internal and external stakeholders united by a shared vision, ethics, and values. this conception underscores the importance of ethical values, as highlighted Figure 1. Research model. cOgent BUsiness & ManageMent 5 by Voegtlin et al. (2012), in guiding organizations through crises and fostering a shared vision among diverse stakeholders (eriksen & cooper, 2018). Voegtlin et al. (2012) argue that responsible leadership differs significantly from other styles, such as ethical leadership. Unlike ethical leadership, responsible leadership not only prioritizes stakeholder engagement but also tackles challenges related to democracy, conflict resolution, globalization, and the dynamic interaction between stakeholders and leaders. this broader scope underscores its emphasis on ethical behavior (Mousa, 2018). however, both styles converge on crucial aspects such as caring for employees, navigating ethical challenges, and valuing diverse perspectives (Voegtlin, 2011). Responsible leadership encompasses leaders’ social and environmental responsibilities while minimizing ethical conflicts and prioritizing employee well-being within the organization (Voegtlin, 2016). it distinguishes itself from conventional leadership styles by drawing upon deliberative democracy and discourse ethics theory, which transcend the traditional dyadic leader-subordinate relationship. this approach fosters enduring collaboration among the organizational board and its broader stakeholder community, thereby promoting sustainable practices and ethical decision-making within the organization (Voegtlin et al., 2012; Mousa, 2018). Responsible leadership has gained significant attention due to its focus on responsible behavior and relational perspectives. this leadership style offers an alternative framework, demonstrating its effectiveness in crisis management (Pounder, 2021). crisis management, which primarily involves addressing immediate threats, also presents opportunities for future growth (Boin et al., 2017). leading effectively during crises demands an open mindset and the ability to guide others through challenging situations (Pounder, 2021), particularly in the hospitality industry. Responsible leadership extends beyond managing public perception, legal obligations, and risks; it underscores a commitment to stakeholders and constituents as a fundamental principle. in line with the cOR theory, individuals are motivated to preserve resources and focus their efforts on acquiring additional resources whenever possible (hobfoll etal., 2018). Responsible leadership, as aligned with this perspective, emphasizes the safeguarding, strategic investment, and thoughtful consideration of stakeholders’ interests (Maak et al., 2016). these attributes become particularly critical in times of crisis, playing a pivotal role in effective crisis management. they ensure that the organization possesses essential resources and support structures necessary to navigate and rebound from adversities. Building on this discussion, the subsequent hypothesis is formulated: h1: Responsible leadership is positively related to crisis management. Resilient leadership Resilient leadership is crucial for organizations not only to achieve current objectives effectively but also to navigate and adapt to rapid and unpredictable market changes (Dartey-Baah, 2015). according to giustiniano et al. (2020), it involves a dynamic blend of defined flexibility, clear direction, and preparedness to navigate challenging moments. in today’s global economy, Fleming and Millar (2019) argue that resilient leadership is essential as it mitigates the impact of critical times on organizations and employees. skilled leaders are adept at instilling resilience in their teams, transforming stress and crises into renewed energy (lombardi et al., 2021). Renjen (2020b) emphasizes that resilient leaders demonstrate attributes such as thriving, recovering, and responding effectively to challenges. Resilient leadership distinguishes itself from related concepts such as crisis leadership and organizational resilience. crisis leadership involves the vital tasks of motivating, influencing, and instructing employees during emergencies to navigate shocks and achieve organizational objectives (Zheng etal., 2021). it emphasizes leaders’ abilities to foster thriving, cohesion, governance, trust, and accountability. in contrast, resilient leadership goes beyond crisis response. it encompasses navigating adversity, including failures, stress, trauma, crises, and setbacks, with a focus on fostering growth among organizations, teams, employees, and leaders alike. thus, while crisis leadership centers on immediate response and organizational resilience on overall robustness, resilient leadership integrates these elements to proactively strengthen organizations through adversity. Resilient leadership, as highlighted by Fang et al. (2020), underscores the constructive personality traits of leaders amidst challenges or crises, essential for facilitating business recovery and effective 6 R. h. alZOUBi etal. management. From a process perspective articulated by ishak and Williams (2018), organizational resilience emerges as a dynamic adaptive process. this process involves managerial activities such as resource deployment, emotional labor, improvisation, building communication networks, reintegration, and identity management. in this framework, resilient leadership can be viewed as an active process where leaders inspire, influence, and instruct the work behaviors of their employees. this proactive stance aims to assist the organization in navigating challenges, fostering growth, and enabling recovery in the face of adversity. thus, resilient leadership not only responds to crises but also proactively shapes organizational resilience through strategic leadership practices and adaptive management approaches. hospitality and tourism businesses face significant susceptibility to various crises and disasters. employees in these sectors, deemed high-risk, regularly encounter workplace hazards such as crime, violence, pandemics, mistreatment from customers, and occupational illnesses (Zhang et al., 2020). Resilient leadership plays a crucial role in fostering robustness, tenacity, and adaptability among both frontline staff and managers (Dai et al., 2019; saad & elshaer, 2020). in this context, resilient leadership is characterized by an adaptive and growth-oriented style, focusing on guiding teams to navigate crises effectively, foster business growth, and adapt to diverse adversities (lombardi et al., 2021). Resilient leaders are distinguished by their ability to swiftly recover from setbacks while maintaining a steadfast focus on their goals, particularly in the face of adversity (allison-napolitano, 2014). they emphasize adaptability, emotional intelligence, continuous learning, and relationship cultivation, all of which empower employees to thrive in demanding circumstances. according to cOR theory, crises can deplete resources, leading individuals to experience heightened stress and a diminished sense of control (hobfoll et al., 2018). this resource scarcity, as highlighted by ayoko etal. (2021), poses a significant challenge for leaders and managers in crisis management, potentially exacerbating symptoms of depression. however, resilient leaders counteract these challenges by actively seeking new resources and adopting innovative approaches to problem-solving. By securing fresh resources during crises, these leaders not only adapt to changing conditions but also lay the groundwork for organizational recovery and resilience. this proactive strategy fosters a positive cycle of investment in organizational resources, reinforcing the foundation for long-term resilience and adaptive capacity. expanding on the ongoing discussion, the subsequent hypothesis is developed: h2: Resilient leadership is positively related to crisis management. Knowledge sharing as a mediation lee et al. (2021) define knowledge sharing as the process of transferring or disseminating knowledge within a firm, encompassing diverse aspects such as job-related documents, personal experiences, procedures, rules, and know-how (lu et al., 2006). o better understand and enhance conditions conducive to successful knowledge sharing, researchers have explored various influencing factors from multidisciplinary perspectives, focusing on leaders, teams, and organizational levels (Wang & noe, 2010). Key organizational factors identified include management support (al saifi et al., 2016), organizational rewards (Rohim & Budhiasa, 2019), leadership effectiveness (huo etal., 2022), a supportive organizational culture that fosters social interactions between management and employees (Zhang, 2018), and high-quality knowledge management systems (nezafati etal., 2023). these catalysts encourage employees to actively participate in knowledge collection, contribution, and exchange. several studies underscore the critical role of effective communication, particularly when leaders communicate openly (le & lei, 2018). this openness is crucial as it significantly impacts organizational knowledge sharing among personnel (lee et al., 2021). according to Reinholt et al. (2011), employees in influential positions within organizational networks are adept at gathering and disseminating work-related knowledge among their peers. Furthermore, hau et al. (2013) demonstrate that an employee’s social capital, comprising tangible and potential resources from network relationships, strongly influences their willingness to share knowledge. this approach facilitates a culture of open knowledge exchange within the organization, fostering an environment where leaders and employees freely share creative ideas and insights to tackle challenges. leadership behaviors, as highlighted by Men and Bowen (2016), play a crucial role in shaping internal cOgent BUsiness & ManageMent 7 knowledge sharing practices, which in turn promote positive employee outcomes such as active information behaviors (Kang & sung, 2019). effective crisis management within an organization depends heavily on leadership behaviors that encourage active participation in knowledge-sharing activities among members (adamu et al., 2016), particularly enhancing positive employee behaviors during crisis situations (Kim, 2018). according to hobfoll (1989), cOR theory posits that individuals strive to acquire, maintain, and protect their resources, which can include personal traits, objects, conditions, and energies essential for achieving goals (chen etal., 2015). in times of crisis, knowledge sharing becomes crucial as it serves as a valuable resource (lee etal., 2021), facilitating the exchange of information, skills, and experiences within organizations, thereby conserving resources. cOR theory suggests that both responsible and resilient leadership styles are conducive to fostering environments where knowledge sharing thrives. Responsible leaders prioritize transparency and ethical communication, ensuring that valuable knowledge is disseminated effectively. Resilient leaders, on the other hand, encourage collaboration and the open exchange of ideas, further enhancing the organization’s ability to leverage and preserve its resources. Based on the preceding discussion, we propose the following hypotheses: h3: Responsible leadership is positively related to knowledge sharing. h4: Resilient leadership is positively related to knowledge sharing. in today’s fiercely competitive business environment, where organizations must thrive in a knowledge-centric world, effective knowledge sharing becomes indispensable. according to Baradziej and gkikas (2021), it is a critical mechanism for implementing work practices that positively influence and enhance firms’ performance. Moreover, fostering a culture of knowledge sharing, as highlighted by chen et al. (2010), not only enhances an organization’s capacity for innovation but also equips it with the resilience needed to navigate crises effectively. clear direction and guidance for individuals are particularly vital in navigating challenging situations during times of crisis. Knowledge sharing among employees and across teams is crucial for organizations to effectively leverage their knowledge-based resources (ahmad & Karim, 2019). it minimizes redundant learning efforts (lu et al., 2006) and enhances organizational innovation capacity, particularly when leaders actively participate in sharing their knowledge (le & lei, 2019). this active participation strengthens an organization’s ability to manage crises effectively. During crises, the importance of knowledge sharing becomes even Figure 2. Measurement model. source: smart PLs output. 14 R. h. alZOUBi etal. constructs. smart-Pls facilitated this hypothesis-testing process. the findings are presented in Figure 3, illustrating beta values and causal connections among factors of crisis management, including responsible and resilient leadership styles, knowledge sharing, and digital transformation. Path coefficient (β) values were calculated, and t-values along with corresponding p-values were used to evaluate these relationships. a t-value exceeding 1.96 (two-tailed) and a p-value less than 0.05 indicate the validity of a hypothesis. tables 4 and 5 detail the results of testing both direct and indirect study hypotheses. importantly, all direct and indirect hypotheses were confirmed by our findings. the study found significant and positive relationships between responsible leadership and crisis management (h1: beta = 0.215, t-value = 2.306, p < 0.05), as well as knowledge sharing (h3: beta = 0.377, t-value = 4.871, p < 0.05). similarly, resilient leadership showed significant and positive associations with crisis management (h2: beta = 0.195, t-value = 3.013, p < 0.05) and knowledge sharing (h4: beta = 0.362, t-value = 4.439, p < 0.05). additionally, knowledge sharing was found to positively and significantly impact crisis management (h5: beta = 0.183, t-value = 3.160, p < 0.05). therefore, all hypotheses (h1–h5) were supported, highlighting the interconnected roles of responsible and resilient leadership in fostering both crisis management effectiveness and knowledge sharing within organizations. We conducted an indirect analysis to investigate whether knowledge sharing serves as a mediator in the relationship between responsible leadership, resilient leadership, and crisis management. the results, presented in table 5, confirm that knowledge sharing indeed mediates the relationship between responsible leadership and crisis management (h6: β = 0.183, t = 3.160, p < 0.05) as well as between resilient leadership and crisis management (h7: β = 0.069, t = 2.949, p < 0.05). therefore, both hypotheses (h6 and h7) are supported, suggesting a significant role of knowledge sharing in linking these leadership styles to effective crisis management. in addition, hypothesis h8 proposed that digital transformation moderates the relationship between knowledge sharing and crisis management. the findings indicate a significant interaction effect between digital transformation and knowledge sharing on crisis management (h8: beta = 0.126, t-value = 2.136, p < 0.05), thereby confirming h8 as supported (see table 6). Table 6. Moderation path. outcome variable – crisis management Paths Beta t-value Ci LL/uL Digital transformation 0.195 2.519 [0.052/0.351] interaction (Dt*Ks) 0.126 2.136 [0.246/0.026] R20.689 ΔR20.760 f20.296 notes: Dt = digital transformation; Ks = knowledge sharing; R2 = coefficient of determination; ΔR2 = change in R2; f2 = effect size; Ci = confidence intervals; LL = lower limit; uL = upper limit. Figure 4. interaction impact of digital transformation and knowledge management on crisis management. cOgent BUsiness & ManageMent 15 to evaluate the moderation effect effectively, it is essential to obtain values for R2, f2, and the slope, particularly when the moderation effect is significant and requires slope analysis. the calculation of the effect size is conducted as follows: f2 = R2included – R2excluded 1 – R2included the effect sizes of 0.02, 0.15, and 0.35, classified as small, moderate, and large respectively (henseler & Fassott, 2010), reflect the magnitude of findings in table 6, indicating a moderate moderation effect size for crisis management. Our study further involved a slope analysis to clarify how the moderating influence operates. Figure 4 illustrates a steeper slope for high levels of digital transformation, suggesting that the impact of knowledge sharing on crisis management strengthens with greater digital transformation, contrasting with its weaker effect at lower levels of digital transformation. Predictive relevance and explanatory power We utilized two criteria to assess our research model’s predictive relevance and explanatory power. Firstly, we employed the R2 to assess the explanatory power of the model, which gauges the proportion of variance elucidated by exogenous constructs in endogenous constructs. henseler etal. (2009) propose the subsequent thresholds for interpreting R2 values: 0.25 for small, 0.50 for moderate, and 0.75 for substantial. the obtained R2 value was (0.760 = substantial) for crisis management (0.425 = moderate) and for knowledge sharing (see table 7). secondly, the stone-geisser (Q2) analysis was employed to assess the predictive relevance of the model, following the method outlined by geisser (1974). the results indicate that Q2 values for knowledge sharing (0.402) and crisis management (0.707) exceeded zero, suggesting satisfactory predictive significance. Discussion in this empirical investigation, we examine the impact of responsible and resilient leadership styles on effective crisis management. We explore this relationship by investigating knowledge sharing as a mediating mechanism, with digital transformation as a boundary condition, guided by the conservation of resources theory. this study comprises eight hypotheses, all of which were empirically validated. Our findings confirm a positive association between responsible leadership and crisis management, substantiating h1 and h2, aligning with previous research by irfan et al. (2023). navigating a crisis demands exceptional leadership skills due to its inherently complex nature. the sensitive and often hostile environment during a crisis necessitates leaders to make nuanced, far-reaching decisions amidst challenges such as limited or rapidly changing information. While crisis management primarily involves addressing and overcoming threats, it can also reveal future opportunities (Boin et al., 2017). Responsible leadership in crisis management requires an open-minded approach and the ability to lead effectively in challenging and adverse conditions. this type of leadership goes beyond managing risks, public perception, and legal obligations; it underscores the responsibility towards constituents and stakeholders. Freeman and auster (2012) suggest that responsible leaders carefully evaluate the consequences of their actions on stakeholders. they make reasoned decisions, emphasizing the capacity to act responsibly in unusual circumstances. the research findings strongly support the positive relationship between resilient leadership and crisis management (h2), aligning with previous research conducted by Renjen (2020a). Our study within the hospitality industry reveals that these leaders facilitated offsite work and maintained productivity during crises such as floods and hurricanes. in these unprecedented times, leaders innovated to create value, adapted to new realities, and implemented creative solutions. the dynamic nature of the hospitality Table 7. Predictive relevance and coefficient of determination. Constructs Predictive relevance (Q2)Coefficient of determination (R2) Crisis management 0.707 0.760 Knowledge sharing 0.402 0.425 16 R. h. alZOUBi etal. sector fostered leadership reinvention, where adaptability became a crucial skill for navigating constant change. By balancing caution and realism with optimism, these leaders effectively identified opportunities and navigated potential obstacles, enhancing their ability to manage disruptions. Key resilience skills identified include unlearning and relearning, letting go of outdated methods, adopting new perspectives, and implementing innovative solutions. the study also found that resilient individuals who demonstrated adaptability, leveraged networks, embraced a growth mindset, learned from mistakes, and problem-solved, achieved 1.8 times higher productivity than the norm (albuquerque Pai etal., 2023). effective crisis management in unpredictable organizational circumstances necessitates resilient and responsible leadership styles. this study contributes significantly to our understanding by highlighting the pivotal relationship between different leadership styles and their role in facilitating knowledge exchange, crucial for effective crisis management. Our findings robustly support hypotheses h3–h7 by affirming that knowledge sharing serves as a mediating mechanism, enhancing the link between diverse leadership styles and the efficacy of crisis management efforts. the research underscores the criticality of responsible leadership in shaping organizational culture, particularly through fostering accountability and ethical conduct. such a culture not only encourages open dialogue but also empowers employees to freely express their ideas, thereby cultivating an environment where creativity thrives (Batool et al., 2024). Furthermore, it emphasizes the paramount importance of open and transparent communication in nurturing a collaborative culture. this approach not only provides a platform for employees to exchange ideas and knowledge but also ensures the unrestricted flow of information throughout the organization. such communicative competence becomes indispensable for organizational continuity and resilience, particularly during crises (albuquerque Pai etal., 2023), that enables effective and competent decision-making by individuals (inan et al., 2018). Recent research underscores the dual benefits of proactive communication during crises, highlighting its pivotal role in fostering organizational knowledge sharing. the inherent value of knowledge exchange in the workplace has been extensively documented, emphasizing the significance of imparting and receiving information. conducting training sessions and delineating business goals are pivotal steps in cultivating an environment conducive to robust information flow (nakano et al., 2013). Open internal communication serves as a barometer of a company’s commitment to keeping employees informed and listening to their perspectives. Responsible and resilient leaders play a crucial role by providing guidance, direction, and mentorship, thereby enhancing their team’s crisis management capabilities. Research supports that leaders who actively share knowledge with their teams foster an environment where team members gain confidence and dedication in decision-making processes. these findings align with studies by Mohammed and Kamalanabhan (2020) and sharif et al. (2022) which highlight the pivotal role of knowledge dissemination in bolstering staff commitment and dedication. the results show that employees’ sense of ownership and involvement within the hospitality sector is positively interrelated with their active involvement in decision-making processes. Furthermore, employees’ sense of ownership and engagement in the hospitality sector is positively correlated with their active involvement in decision-making processes. When leaders engage in transparent and open knowledge sharing, they create an environment conducive to continuous learning and improvement, characterized by mutual respect and trust. Ultimately, such practices help cultivate strong organizational cultures capable of navigating and sustaining through the most challenging of circumstances. Our research underscores the critical importance of open and honest knowledge sharing as a pivotal strategy for businesses to effectively navigate and innovate during crisis situations, fostering cooperative knowledge generation among internal stakeholders (lee et al., 2021). specifically, our findings indicate that the relationship between information sharing and crisis management in the hotel industry is significantly influenced by firms’ commitment to digital transformation, particularly in handling unforeseen crises. this substantiates h8, as evidenced by experts’ perspectives on crisis management, where minimizing human interaction emerges as a viable approach to addressing safety concerns among both customers and employees – an essential priority. consequently, businesses must remain vigilant in adapting to evolving circumstances, recognizing that technology will play a crucial role in shaping the future of the hospitality industry. Over the years, experts have consistently advocated for integrating technology to address operational and strategic challenges within hospitality (shukla et al., 2023). Recommendations cOgent BUsiness & ManageMent 17 have been widespread, emphasizing the implementation of advanced technologies such as service robots and artificial intelligence (Wirtz etal., 2018). By embracing technology, hospitality establishments enhance operational efficiency, ensure business continuity, facilitate remote work, prioritize employee safety, maintain customer satisfaction, and collaboratively shape superior customer experiences while proactively anticipating challenges. Theoretical Implications this research significantly contributes to the existing body of knowledge by deepening our understanding and addressing gaps in the literature, particularly in the field of crisis management. it stands as a pioneering study that sheds light on leadership roles during crises (Zaman etal., 2019; Bose etal., 2021). this novel investigation is driven by the researcher’s imperative to delve further into the role of leadership, especially in crisis contexts. a distinctive feature of this study is its introduction and examination of responsible and resilient leadership roles, with a specific focus on crisis management and the mediation of knowledge sharing. notably, it marks the first attempt to investigate the interplay between responsible and resilient leadership, crisis management practices, and the facilitation of knowledge sharing (Bose et al., 2021; shukla et al., 2023). By exploring previously underexplored mechanisms, the study uniquely fulfills the researcher’s commitment to advancing our understanding in this crucial area. this research contributes to existing scholarly work by exploring the role of firm digital transformation as a moderator in the relationship between knowledge sharing and crisis management. this approach responds to recent calls in the literature to investigate digital technologies as moderators, offering a fresh perspective and advancing theory development (Papanagnou et al., 2022; Fähndrich, 2023). Prior studies conducted during crises have often emphasized corporate leadership narratives, authentic leadership behavior, transformational leadership (haddon etal., 2015; grošelj etal., 2021; im etal., 2021), and control leadership behaviour (stoker etal., 2019). in contrast, our study introduces novel data that highlight the effectiveness of responsible and resilient leadership styles in crisis management. Finally, our study advances cOR theory within the leadership-crisis management literature by emphasizing the pivotal significance of responsible and resilient leadership styles, crisis management practices, knowledge-sharing initiatives, and digital transformation efforts within Jordan’s hospitality industry. through this theoretical framework, we explore an under-researched area and contribute substantially to existing knowledge, particularly in elucidating the tangible expressions of accountable and adaptable leadership styles. these styles are crucial for leaders when navigating crises, demonstrating a proactive commitment to knowledge sharing, driving digital transformations, and prioritizing critical aspects such as customer relations, employee safety, and remote work capabilities. Our research underscores the multifaceted role of responsible and resilient leadership in effectively managing crises amidst the evolving landscape of Jordan’s hospitality sector. Practical Implications the present research holds significant implications for organizational and managerial strategies, particularly in crisis management. it provides a valuable guide for current organizational managers, advocating the adoption of responsible and resilient leadership practices that are crucial for effectively navigating crises. in times of crisis, organizations are advised to carefully select strategies that align seamlessly with the current environment and industry dynamics. Management should prioritize implementing training programs aimed at fostering responsible and resilient leadership skills, essential for effective crisis management. the global rise of crises places considerable pressure on social, economic, and governance structures, highlighting the importance of proactive measures in managing these challenges (crayne & Medeiros, 2021). Managers must assess their leadership styles to enhance team performance (castellano et al., 2021). in hospitality settings, managers must prioritize the safety and well-being of stakeholders during crises while also safeguarding the future of their establishments. this involves making financially responsible decisions that ensure long-term viability, such as investing in sustainable practices to achieve cost savings and appeal to environmentally conscious travelers. examples of such sustainable practices 18 R. h. alZOUBi etal. include purchasing locally produced goods, implementing recycling and reuse policies, controlling pollution, conserving water and energy, recycling grease, oil, and fat, avoiding hazardous materials, sorting and collecting waste, and donating leftovers to charity, among others (elkhwesky et al., 2022a, 2022b; Jang etal., 2017). these initiatives not only address immediate concerns but also contribute to a resilient and responsible approach to hospitality management in crisis situations. Managers and owners in the hospitality industry can demonstrate responsible leadership by actively supporting employees pursuing further education. they should also value and consider employees’ suggestions for business improvements, treating all team members with respect and dignity. ensuring fair wages that recognize and reward employees’ efforts is crucial. additionally, consistent rewards and recognition for contributions are essential practices (sakshi et al., 2020; Olya et al., 2021). Moreover, maintaining transparent, honest, and ethical communication with all stakeholders is vital for fostering stronger relationships and enhancing engagement with the business, especially during times of crisis (garcía et al., 2022). these actions collectively contribute to a supportive and empowering work environment, where employees feel valued and motivated to contribute to the organization’s success. in addition to managing their hospitality businesses, sector managers and owners can significantly enhance the local environment through responsible leadership principles and practices. this involves actively engaging in community activities and societal events to improve the quality of life for residents. they can provide financial assistance, such as donating to worthy causes and supporting local education initiatives. Moreover, organizing campaigns to promote healthy eating in schools, colleges, and other community settings can have a positive impact. it is crucial to critically assess the restaurant’s social impact and integrate supply chain management with corporate responsibility. these actions collectively contribute to the community’s well-being and underscore a commitment to social responsibility (Jang & Zheng, 2020; Modica et al., 2020; shi & tsai, 2020; elkhwesky et al., 2022b). Resilient leaders in hospitality prioritize continuous training for their staff, ensuring readiness for various crisis scenarios and equipping them with essential skills. By fostering a culture of sharing insights and experiences in crisis management, teams can learn from past incidents, enhancing their ability to respond swiftly and cohesively to emerging situations. customized strategies and intervention measures, rooted in resilient leadership principles (Zhang et al., 2023), are critical for effective contingency planning. leaders must adeptly identify potential threats during routine management, bolster early warning systems, and develop comprehensive contingency plans. During crises, hospitality firms should empower leaders with sufficient resources and autonomy to manage emergencies effectively, ensuring orderly and efficient responses. this proactive approach not only enhances preparedness but also strengthens the organization’s resilience in challenging times. leaders must be vigilant in identifying risk signals by closely monitoring changes in the external environment and adjusting their strategies accordingly. in terms of adaptive instructing, leaders should take decisive action during crises, motivating and rallying employees and teams to collaborate effectively in addressing threats. For contingency control, leaders should implement a robust assessment and supervision system, clearly define job responsibilities, and establish reward programs to manage employee behaviors during adversity. additionally, in emergency care, leaders should develop an “employee care plan” to foster a supportive, inclusive, and open internal environment during crises, and actively engage in emotional communication with affected groups, including employees, customers, and communities. For recovery and growth, hospitality firms should incorporate performance recovery, management efficiency enhancements, employee learning initiatives, and leader self-improvement into their performance assessment systems during times of adversity (Zhang etal., 2023). By integrating these strategies, leaders can effectively navigate crises, support their teams, and drive their organizations toward recovery and growth. however, this proactive approach minimizes operational disruptions and fosters a sense of preparedness among organizational members. sharing knowledge allows for a comprehensive analysis of responses, identification of areas for improvement, refinement of crisis management plans, and the development of strategies to enhance future preparedness. simultaneously, leaders should provide the necessary resources and information, empowering individuals and teams to take the initiative and be self-leading (stewart etal., 2019). in the hospitality sector, managers should prioritize establishing robust internal marketing and knowledge-sharing communication channels. this approach helps employees cOgent BUsiness & ManageMent 19 effectively utilize digital technologies, fostering connections with colleagues and building relational networks, thereby mitigating the potential drawbacks associated with remote work (leo etal., 2023). Moreover, implementing digital transformation within a firm aids management in establishing a resilient remote work infrastructure, ensuring seamless business operations during crises. this involves securing access to essential technologies and implementing policies that facilitate remote work while upholding data integrity. Digital technology plays a pivotal role in empowering managers to enhance communication and collaboration among diverse departments, advocating for a holistic approach to knowledge dissemination and effective crisis management. to maintain this balance, managers must regularly evaluate digital strategies and technologies, ensuring they meet the organization’s evolving needs and prepare for unforeseen obstacles. it is crucial to update and modify these technologies based on user input, technical developments, and lessons learned from past crises. By doing so, businesses can leverage digital transformation to balance internal knowledge sharing and crisis management, promoting adaptability and resilience in the face of adversity. nonetheless, service-oriented firms can establish crisis-management protocols that utilize digital transformation to sustain their service operations. this research suggests that hospitality managers can leverage digital transformation to reshape workplace frameworks, focusing on both human-centric and technology-driven organizational and service designs. By implementing virtual relational systems through digital transformation, managers can enhance service preparedness, responsiveness, and recovery, ensuring operational resilience during severe crises (leo et al., 2023). incorporating real-time messaging apps like slack for employee communication and offering virtual customer service training modules are effective strategies for enabling service employees, particularly in sectors like retail and hospitality where customer interaction is crucial. these initiatives help prepare employees to respond effectively during crises through crisis management simulations and enhance customer relationships via platforms like social media messengers for personalized interactions. Beyond crisis readiness, human resource practices in service firms play a vital role in fostering awareness of appropriate digital behaviors among employees. Developing digital guidelines and leveraging new technologies to streamline service workflows can mitigate disruptions caused by the shift from physical to digital service environments (Rosenbaum & Russell-Bennett, 2021). For instance, guidelines that balance digital and face-to-face interactions can significantly improve overall service quality and adaptability in a digitalized service economy. Limitations and future research directions Despite providing a thorough analysis to gain insights into the research issues addressed in our study, we acknowledge several limitations that future researchers should consider. First, our research relied on self-reported data from a single source to measure all constructs, raising concerns about common method bias (cMB). however, our procedural and empirical methods demonstrated that cMB is not a significant problem in this study. Future research should consider employing data collection methods from multiple sources to further mitigate this issue. additionally, since our study predominantly relied on quantitative analysis and survey data collection, its findings might not be easily generalizable. this limitation is further compounded by the restriction of a limited sample size. Future research could benefit from larger sample sizes to achieve a more comprehensive and balanced understanding of the relevant topics. Despite these limitations, our study is exploratory and opens avenues for further investigation. Future researchers can build upon the sub-themes developed through our investigation in their inquiries, contributing to a deeper understanding of the subject matter. Moreover, our findings can be applied to various types of crises, enhancing the understanding of crisis management across different contexts. a review of leadership challenges during crises highlights the need for further investigation. With only a limited number of studies addressing leadership roles during such challenging times, there is ample opportunity for researchers to delve into specific sectors, such as health, banking, and others. each sector faces unique challenges that warrant focused studies to fill potential research gaps and provide significant findings. conducting these investigations can offer a broader perspective on industry-specific issues, yielding additional or alternative sub-themes. incorporating respondents from diverse backgrounds and a range of hospitality firms has the potential to generate more profound insights, enriching future research outcomes. 20 R. h. alZOUBi etal. Author contributions Raed hussam alzoubi spearheaded the conceptualization and methodological design, overseeing data collection, analysis, and initial manuscript drafting. Baker shnaikat collaborated closely in refining the study design, participating in data acquisition, and contributing substantive revisions to the manuscript. Maisoon abo Murad lent expertise in statistical analysis, aiding in data interpretation and methodological refinement, while also engaging in critical manuscript review. Rami al kloub contributed substantially to the theoretical underpinnings of the study, guided data collection efforts, and provided valuable insights into the practical implications of the findings. Maen alhmesat played a pivotal role in study design, data acquisition, and analysis, as well as providing constructive feedback on manuscript drafts. Omar hamdan Mohammad alkharabsheh, drawing on specialized knowledge, contributed to the study’s conceptualization, data analysis, and manuscript refinement. Disclosure statement no potential conflict of interest was reported by the authors Funding there is no funder associated with this research. About the authors Dr Raed Hussam Alzoubi is an assistant Professor at the Department of administrative sciences, al-Balqa applied University, salt 19117, Jordan. he received his PhD in Business Management/crisis Management from the college of graduate studies, Universiti tenaga nasional (Uniten), Malaysia. his main research interest is in business management, specifically focusing on green hRM practices, crisis management, organizational performance, leadership styles, and employee performance within public and private enterprises. Dr Baker Shnaikat is an assistant Professor at the Department of administrative sciences, al-Balqa applied University, salt 19117, Jordan. he received his PhD in economics from the college of graduate studies, University of Jordan, Jordan. his main research interests include economic crisis. Dr Maisoon Abo Murad is an assistant Professor at the Department of administrative sciences, al-Balqa applied University, salt 19117, Jordan. he received his PhD in crisis Management from the college of graduate studies, Universiti teknologi Malaysia (UtM), Malaysia. her main research interests include crisis management, organizational culture and leadership. Dr Rami Al kloub is an assistant Professor at the Department of administrative sciences, al Balqa-applied University, salt 19117, Jordan. he received his PhD in geography from the college of graduate studies, University of Jordan, Jordan. Dr Ma’en Alhmesat is an assistant Professor at the Department of administrative sciences, al-Balqa applied University, salt 19117, Jordan. he received his PhD in strategic Management from the college of graduate studies, Mutah University, Jordan. his main research interests include human resources management. Omar Hamdan Mohammad Alkharabsheh is an assistant Professor at the international Business Department, Universiti tunku abdul Rahman, Malaysia. his main research interests include human resources management and leadership. ORCID Raed hussam alzoubi http://orcid.org/0000-0002-1983-5783 Maisoon abo Murad http://orcid.org/0000-0002-1931-4056 Data availability statement Data and materials supporting this work can be accessed by request. References aaker, D. a., Kumar, V., & Day, g. (1998). Marketing research. (6 ed.). John Wiley & sons. abo-Murad, M., & abdullah, a.-K. (2019). turnover culture and crisis management: insights from Malaysian hotel industry. Academy of Strategic Management Journal, 18(2), 1–14. cOgent BUsiness & ManageMent 21 adamu, a. a., Mohamad, B., & Rahman, n. a. a. (2016). antecedents of internal crisis communication and its consequences on employee performance. International Review of Management and Marketing, 6(7), 33–41. ahmad, F., & Karim, M. (2019). impacts of knowledge sharing: a review and directions for future research. Journal of Workplace Learning, 31(3), 207–230. https://doi.org/10.1108/JWl-07-2018-0096 ahmed, Z., Khosa, M., Rehman, s. U., & Omar Faqera, a. F. (2023). towards sustainable development in the manufacturing industry: Does green human resource management facilitate green creative behaviour? a serial mediation model. Journal of Manufacturing Technology Management, 34(8), 1425–1447. https://doi.org/10.1108/JMtM-032023-0106 aigbedo, h. (2021). impact of cOViD-19 on the hospitality industry: a supply chain resilience perspective. International Journal of Hospitality Management, 98, 103012. https://doi.org/10.1016/j.ijhm.2021.103012 al saifi, s., Dillon, s., & McQueen, R. (2016). the relationship between management support and knowledge sharing: an exploratory study of manufacturing firms. Knowledge and Process Management, 23(2), 124–135. https://doi. org/10.1002/kpm.1506 aladawi, a. s. a. R., & ahmad, a. n. a. (2023). a model of factors influencing the implementation of artificial intelligent in crisis management: a case study of national crisis and emergency Management authority (nceMa). International Journal of Sustainable Construction Engineering and Technology, 14(4), 129–141. https://doi.org/10.30880/ ijscet.2023.14.04.011 alBattat, a. R., & som, a. P. M. (2015). emergency preparedness of the hotel industry: the case of Jordan. Advances in Environmental Biology, 9(3), 19–22. albuquerque Pai, a., anand, a., Pazhoothundathil, n., & ashok, l. (2023). leadership perspectives on resilience capabilities for navigating disruption. Journal of Asia Business Studies, 18(1), 103–123. https://doi.org/10.1108/JaBs-032023-0081 allison-napolitano, e. (2014). Bounce forward: The extraordinary resilience of leadership. corwin Press. alsheyab, M., Filimon, n., & Fusté-Forné, F. (2023). hospitality management in times of crisis: a corporate social responsibility perspective. International Journal of Islamic and Middle Eastern Finance and Management, 16(5), 873– 891. (ahead-of-print). https://doi.org/10.1108/iMeFM-03-2022-0122 andreassen, n., Borch, O. J., & sydnes, a. K. (2020). information sharing and emergency response coordination. Safety Science, 130, 104895. https://doi.org/10.1016/j.ssci.2020.104895 arici, h. e., arici, n. c., Köseoglu, M. a., & King, B. e. M. (2021). leadership research in the root of hospitality scholarship: 1960–2020. International Journal of Hospitality Management, 99, 103063. https://doi.org/10.1016/j.ijhm.2021. 103063 ayoko, O. B., caputo, a., & Mendy, J. (2021). Management research contributions to the cOViD-19: a bibliometric literature review and analysis of the contributions from the Journal of Management & Organization. Journal of Management & Organization, 27(6), 1183–1209. https://doi.org/10.1017/jmo.2021.70 Bailey, K., & Breslin, D. (2021). the cOViD‐19 pandemic: What can we learn from past research in organizations and management? International Journal of Management Reviews, 23(1), 3–6. https://doi.org/10.1111/ijmr.12237 Baradziej, s., & gkikas, D. (2021). the impact of covid-19 pandemic on knowledge sharing, it infrastructure flexibility and it project success (issue september). Blekinge institute of technology. Bartsch, s., Weber, e., Büttgen, M., & huber, a. (2021). leadership matters in crisis-induced digital transformation: how to lead service employees effectively during the cOViD-19 pandemic. Journal of Service Management, 32(1), 71–85. https://doi.org/10.1108/JOsM-05-2020-0160 Batool, s., ibrahim, h. i., & adeel, a. (2024). how responsible leadership pays off: Role of organizational identification and organizational culture for creative idea sharing. Sustainable Technology and Entrepreneurship, 3(2), 100057. https://doi.org/10.1016/j.stae.2023.100057 Boin, a., stern, e., & sundelius, B. (2017). The politics of crisis management: Public leadership under pressure. cambridge University Press. Bose, s., Patnaik, B., & Mohanty, s. (2021). the mediating role of psychological empowerment in the relationship between transformational leadership and organizational identification of employees. The Journal of Applied Behavioral Science, 57(4), 490–510. https://doi.org/10.1177/0021886320920951 Bowers, M. R., hall, J. R., & srinivasan, M. M. (2017). Organizational culture and leadership style: the missing combination for selecting the right leader for effective crisis management. Business Horizons, 60(4), 551–563. https://doi. org/10.1016/j.bushor.2017.04.001 Buhagiar, K., & anand, a. (2023). synergistic triad of crisis management: leadership, knowledge management and organizational learning. International Journal of Organizational Analysis, 31(2), 412–429. https://doi.org/10.1108/ iJOa-03-2021-2672 Bundy, J., Pfarrer, M. D., short, c. e., & coombs, W. t. (2017). crises and crisis management: integration, interpretation, and research development. Journal of Management, 43(6), 1661–1692. https://doi.org/10.1177/01492063 16680030 cameron, K. (2021). Responsible leadership as virtuous leadership. in Responsible leadership (pp. 133–153). Routledge. castellano, s., chandavimol, K., Khelladi, i., & Orhan, M. a. (2021). impact of self-leadership and shared leadership on the performance of virtual R&D teams. Journal of Business Research, 128, 578–586. https://doi.org/10.1016/j.jbusres.2020.12.030 22 R. h. alZOUBi etal. chen, c. J., huang, J. W., & hsiao, Y. c. (2010). Knowledge management and innovativeness: the role of organizational climate and structure. International Journal of Manpower, 31(8), 848–870. https://doi.org/10.1108/0143772 1011088548 chen, h., & Qi, R. (2022). Restaurant frontline employees’ turnover intentions: three-way interactions between job stress, fear of cOViD-19, and resilience. International Journal of Contemporary Hospitality Management, 34(7), 2535– 2558. https://doi.org/10.1108/iJchM-08-2021-1016 chen, s., Westman, M., & hobfoll, s. e. (2015). the commerce and crossover of resources: Resource conservation in the service of resilience. Stress and Health: Journal of the International Society for the Investigation of Stress, 31(2), 95–105. https://doi.org/10.1002/smi.2574 chen, Y., Wang, Y., nevo, s., Jin, J., Wang, l., & chow, W. s. (2014). it capability and organizational performance: the roles of business process agility and environmental factors. European Journal of Information Systems, 23(3), 326– 342. https://doi.org/10.1057/ejis.2013.4 christensen, P. h. (2007). Knowledge sharing: Moving away from the obsession with best practices. Journal of Knowledge Management, 11(1), 36–47. crayne, M. P., & Medeiros, K. e. (2021). Making sense of crisis: charismatic, ideological, and pragmatic leadership in response to cOViD-19. The American Psychologist, 76(3), 462–474. https://doi.org/10.1037/amp0000715 Dai, Y.-D., Zhuang, W.-l., & huan, t.-c. (2019). engage or quit? the moderating role of abusive supervision between resilience, intention to leave and work engagement. Tourism Management, 70, 69–77. https://doi.org/10.1016/j. tourman.2018.07.014 Dartey-Baah, K. (2015). Resilient leadership: a transformational-transactional leadership mix. Journal of Global Responsibility, 6(1), 99–112. https://doi.org/10.1108/JgR-07-2014-0026 Del giudice, M., scuotto, V., garcia-Perez, a., & Petruzzelli, a. M. (2019). shifting Wealth ii in chinese economy. the effect of the horizontal technology spillover for sMes for international growth. Technological Forecasting and Social Change, 145, 307–316. https://doi.org/10.1016/j.techfore.2018.03.013 edmondson, a. c. (2012). Teaming: How organizations learn, innovate, and compete in the knowledge economy. John Wiley & sons. elkhwesky, Z., salem, i. e., Ramkissoon, h., & castañeda-garcía, J.-a. (2022a). a systematic and critical review of leadership styles in contemporary hospitality: a roadmap and a call for future research. International Journal of Contemporary Hospitality Management, 34(5), 1925–1958. https://doi.org/10.1108/iJchM-09-2021-1128 elkhwesky, Z., salem, i. e., Varmus, M., & Ramkissoon, h. (2022b). sustainable practices in hospitality pre and amid cOViD‐19 pandemic: looking back for moving forward post‐cOViD‐19. Sustainable Development, 30(5), 1426–1448. https://doi.org/10.1002/sd.2304 eriksen, M., & cooper, K. (2018). On developing responsible leaders. Journal of Management Development, 37(6), 470– 479. https://doi.org/10.1108/JMD-12-2016-0283 Fähndrich, J. (2023). a literature review on the impact of digitalisation on management control. Journal of Management Control, 34(1), 9–65. https://doi.org/10.1007/s00187-022-00349-4 Fang, s. e., Prayag, g., Ozanne, l. K., & de Vries, h. (2020). Psychological capital, coping mechanisms and organizational resilience: insights from the 2016 Kaikoura earthquake, new Zealand. Tourism Management Perspectives, 34, 100637. https://doi.org/10.1016/j.tmp.2020.100637 Filimonau, V., Derqui, B., & Matute, J. (2020). the cOViD-19 pandemic and organisational commitment of senior hotel managers. International Journal of Hospitality Management, 91, 102659. https://doi.org/10.1016/j.ijhm.2020.102659 Fleming, K., & Millar, c. (2019). leadership capacity in an era of change: the new-normal leader. Journal of Organizational Change Management, 32(3), 310–319. https://doi.org/10.1108/JOcM-05-2019-492 Freeman, R. e., & auster, e. R. (2012). Values, authenticity, and responsible leadership. Journal of Business Ethics, 98(s1), 15–23. https://doi.org/10.1007/s10551-011-1022-7 garcía, J. a. c., Pino, J. M. R., elkhwesky, Z., & salem, i. e. (2022). identifying core “responsible leadership” practices for sMe restaurants. International Journal of Contemporary Hospitality Management, 35(2), 419–450. https://doi. org/10.1108/iJchM-09-2021-1194 geiger, D., & schreyögg, g. (2012). narratives in knowledge sharing: challenging validity. Journal of Knowledge Management, 16(1), 97–113. https://doi.org/10.1108/13673271211198963 geisser, s. (1974). a predictive approach to the random effect model. Biometrika, 61(1), 101–107. https://doi.org/10. 1093/biomet/61.1.101 gibb, F., & Buchanan, s. (2006). a framework for business continuity management. International Journal of Information Management, 26(2), 128–141. https://doi.org/10.1016/j.ijinfomgt.2005.11.008 giousmpasoglou, c., Marinakou, e., & Zopiatis, a. (2021). hospitality managers in turbulent times: the cOViD-19 crisis. International Journal of Contemporary Hospitality Management, 33(4), 1297–1318. https://doi.org/10.1108/iJchM-072020-0741 giustiniano, l., e cunha, M. P., simpson, a. V., Rego, a., & clegg, s. (2020). Resilient leadership as paradox work: notes from cOViD-19. Management and Organization Review, 16(5), 971–975. https://doi.org/10.1017/mor.2020.57 grošelj, M., Černe, M., Penger, s., & grah, B. (2021). authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment. European Journal of Innovation Management, 24(3), 677–706. https://doi.org/10.1108/eJiM-10-2019-0294 cOgent BUsiness & ManageMent 23 gupta, a., & Kumar singh, R. (2023). Managing resilience of micro, small and medium enterprises (MsMes) during cOViD-19: analysis of barriers. Benchmarking: An International Journal, 30(6), 2062–2084. https://doi.org/10.1108/ BiJ-11-2021-0700 haddon, a., loughlin, c., & Mcnally, c. (2015). leadership in a time of financial crisis: What do we want from our leaders? Leadership & Organization Development Journal, 36(5), 612–627. https://doi.org/10.1108/lODJ-12-2013-0166 hair, J. F., Jr, sarstedt, M., hopkins, l., & Kuppelwieser, V. g. (2014). Partial least squares structural equation modeling (Pls-seM): an emerging tool in business research. European Business Review, 26(2), 106–121. https://doi.org/10.1108/ eBR-10-2013-0128 hall, c. M., safonov, a., & naderi Koupaei, s. (2023). Resilience in hospitality and tourism: issues, synthesis and agenda. International Journal of Contemporary Hospitality Management, 35(1), 347–368. https://doi.org/10.1108/iJchM11-2021-1428 haque, a., Fernando, M., & caputi, P. (2021). Responsible leadership and employee outcomes: a systematic literature review, integration and propositions. Asia-Pacific Journal of Business Administration, 13(3), 383–408. https://doi. org/10.1108/aPJBa-11-2019-0243 hau, Y. s., Kim, B., lee, h., & Kim, Y.-g. (2013). the effects of individual motivations and social capital on employees’ tacit and explicit knowledge sharing intentions. International Journal of Information Management, 33(2), 356–366. https://doi.org/10.1016/j.ijinfomgt.2012.10.009 hede, s. (2018). crisis management: Psychological challenges for leaders. Karlstads Universitet. henseler, J., & Fassott, g. (2010). testing moderating effects in Pls path models: an illustration of available procedures. in Handbook of partial least squares (pp. 713–735). springer. henseler, J., Ringle, c. M., & sarstedt, M. (2015). a new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135. https://doi.org/10.1007/ s11747-014-0403-8 henseler, J., Ringle, c. M., & sinkovics, R. R. (2009). the use of partial least squares path modeling in international marketing. in R. R. sinkovics & P. n. ghauri (eds.), New challenges to international marketing (advances in international marketing) (Vol. 20, pp. 277–319). emerald group Publishing limited. herbane, B. (2013). exploring crisis management in UK small‐and medium‐sized enterprises. Journal of Contingencies and Crisis Management, 21(2), 82–95. https://doi.org/10.1111/1468-5973.12006 hobfoll, s. e. (1989). conservation of resources: a new attempt at conceptualizing stress. The American Psychologist, 44(3), 513–524. https://doi.org/10.1037/0003-066x.44.3.513 hobfoll, s. e., halbesleben, J., neveu, J.-P., & Westman, M. (2018). conservation of resources in the organizational context: the reality of resources and their consequences. Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 103–128. https://doi.org/10.1146/annurev-orgpsych-032117-104640 huertas-Valdivia, i., gonzález-torres, t., & nájera-sánchez, J.-J. (2022). contemporary leadership in hospitality: a review and research agenda. International Journal of Contemporary Hospitality Management, 34(6), 2399–2422. https:// doi.org/10.1108/iJchM-05-2021-0658 huo, c., safdar, M. a., akhtar, M. W., & ahmed, M. (2022). linking responsible leadership and green innovation: the role of knowledge sharing and leader-member exchange. Frontiers in Environmental Science, 10, 945817. https:// doi.org/10.3389/fenvs.2022.945817 ibeh, K., Brock, J. K.-U., & Zhou, Y. J. (2004). the drop and collect survey among industrial populations: theory and empirical evidence. Industrial Marketing Management, 33(2), 155–165. https://doi.org/10.1016/j.indmarman.2002.08.001 im, J., Kim, h., & Miao, l. (2021). ceO letters: hospitality corporate narratives during the cOViD-19 pandemic. International Journal of Hospitality Management, 92, 102701. https://doi.org/10.1016/j.ijhm.2020.102701 imam, h., & Zaheer, M. K. (2021). shared leadership and project success: the roles of knowledge sharing, cohesion and trust in the team. International Journal of Project Management, 39(5), 463–473. https://doi.org/10.1016/j.ijproman.2021.02.006 inan, D. i., Beydoun, g., & Pradhan, B. (2018). Developing a decision support system for disaster management: case study of an indonesia volcano eruption. International Journal of Disaster Risk Reduction, 31, 711–721. https://doi. org/10.1016/j.ijdrr.2018.07.020 irfan, M., Bhatti, O. K., & Ozturk, a. O. (2023). the influence of responsible leadership on protective behavior: Organizational perspective of cOViD-19 crisis. Journal of Economic and Administrative Sciences, 39(4), 915–942. https://doi.org/10.1108/Jeas-03-2021-0063 ishak, a. W., & Williams, e. a. (2018). a dynamic model of organizational resilience: adaptive and anchored approaches. Corporate Communications: An International Journal, 23(2), 180–196. https://doi.org/10.1108/cciJ-04-2017-0037 ivanov, s., & stavrinoudis, t. a. (2018). impacts of the refugee crisis on the hotel industry: evidence from four greek islands. Tourism Management, 67, 214–223. https://doi.org/10.1016/j.tourman.2018.02.004 Jang, Y. J., & Zheng, t. (2020). assessment of the environmental sustainability of restaurants in the Us: the effects of restaurant characteristics on environmental sustainability performance. Journal of Foodservice Business Research, 23(2), 133–148. https://doi.org/10.1080/15378020.2019.1691416 Jang, Y. J., Zheng, t., & Bosselman, R. (2017). top managers’ environmental values, leadership, and stakeholder engagement in promoting environmental sustainability in the restaurant industry. International Journal of Hospitality Management, 63, 101–111. https://doi.org/10.1016/j.ijhm.2017.03.005