LEADING AND NAVIGATING CHAOTIC SITUATION: HOW LEADERSHIP THROUGH RESILIENCY PLAY ROLE IN THE PROCESS OF RESPONDING TO EMERGING NEW SITUATION INDUCED BY NOVEL CORONAVIRUS OUTBREAK.

• Main Author: Tuning Kartika, Ika
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/54974
• Institution: Institut Teknologi Bandung

The Novel Coronavirus outbreak causing a chaotic context. Too many problems arose caused by the novel coronavirus outbreak and emerged in a new situation in PT. Olefin Mono (*). Most of the problems coming simultaneously, the volume of the problems can be overwhelming to process to survive. In this situation, many interconnected variables appear also creating chaos. Almost all those problems appear significant and need to take care of at the same time. Characterize by VUCA, the prolonged and situation induced by the outbreak also challenge the leader’s stamina to recharge. In this Chaotic, leaders face such an environment that needs a different set of capabilities, not only managing risk but showing resiliency in prolonging the crisis. This research is conducted in one of the Petrochemical companies in Indonesia (PT. Olefin Mono*), which involved 7 of their senior management levels (Senior leader) who appointed as COVID-19 task force during the Novel coronavirus outbreak. Data collection was done using an interview with open- ended questions, combine with literature, and validate with some internal data from PT. Olefin Mono*. The objective of this study is to have information on what leaders do in responding to emerging new situations induced by the pandemic, identify leadership quality, and provide a recommendation to strengthening leadership in the organization. This chaos context may help to identify the action and leader quality when facing any upcoming challenges in the future. This research introduces the Cynefin-Framework as a sensemaking process to understand the context of the problems induced by the Novel Coronavirus Outbreak. The conceptual framework of this research adapts from the integrated model of resilience for employees by Britt, T. W., Shen, W., Sinclair, R. R., Grossman, M. R., & Klieger, D. M. (2016). In this research, the framework shows complementing aspects in a leader's resource capacity (1). Attributes, a set of characters embedded within the person; (2). Leadership, actions, performed by the person in relating to other people and in responding to the unfolding situation. The research found that profile of resilient leaders clustering into (a). Leader’s Resilience Action (b). Leader’s Resilient System Thinking (c). Leaders’ Resilience Capacity Skill. The research also found that leadership styles and actions tend to change during the chaos. This research finding leads to recommendations for strengthening the leadership in the organization, by prioritizing the resilient leader development and career process.