Volume 11, Issue 1, 2026
International Journal of Commerce and Management Studies, ISSN 2456-3684
Author Name and Affiliation
Rishi Bohra, Palak Bansal, Aminesh Patel, and Oshin Sharma
Dr. D.Y. Patil B School Pune, Maharashtra, India
Abstract
This paper discusses how leaders in contemporary organisations are responding to what scholars and journalists are now calling a permacrisis: a long, unsettling time in which crises overlap rather than present one at a time. The study asks how adaptive leadership behaviors influence employee resilience, decision-making confidence, and team performance in a context where uncertainty is the everyday backdrop of work. The research is based on a survey of 212 working professionals from various sectors and is bolstered by a broad review of the leadership and organizational change literature. The results suggest a fairly consistent pattern. Employees say that when leaders are transparent about what they know and don’t know, willing to bring their teams in on problem-solving, and open to changing course when new evidence emerges, they feel more psychologically safe, more clear on priorities, and more relaxed about how to make things work. When leaders return to command-and-control and rigid planning, the same conditions appear to worsen the gap between strategy on paper and the lived experience of people on the ground. This paper argues that adaptive leadership is not a short-term fix for difficult years, but an ongoing practice to be embedded in the way organisations make decisions, develop people and judge their own success. It ends with practical suggestions for leaders, HR teams and management educators who want to build the kind of organisational muscle that can withstand continuous disruption.
Keywords
Adaptive leadership, permacrisis, organisational resilience, employee engagement, decision-making, psychological safety, change management.
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