INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
Enhancing Organizational Resilience through Strategic Leadership  
and Innovation: A Case Study of SMEs in Nigeria’s Post-COVID  
Economy  
Nathaniel Ajik, Rinji Goyil Elisha, Iliya Micheal  
Department of Accounting, Federal Polytechnic Nyak, Shendam, L. G. A Plateau State  
Department of Business Administration and Management, Federal Polytechnic Nyak, Shendam, L. G. A  
Plateau State  
Department of Agricultural Engineering, Federal Polytechnic Nyak, Shendam, L. G. A Plateau State  
DOI : https://doi.org/10.51583/IJLTEMAS.2025.1412000067  
Received: 17 December 2025; Accepted: 22 December 2025; Published: 05 January 2026  
ABSTRACT  
The COVID-19 pandemic really highlighted some serious weaknesses in how businesses operate around the  
globe, particularly for Small and Medium Enterprises (SMEs) in emerging markets like Nigeria. A lot of these  
SMEs faced major challenges, including supply chain disruptions, financial setbacks, workforce issues, and a  
drop in consumer demand. As we move into the post-COVID world, it’s become clear that building  
organizational resilience is crucial for both sustainability and growth. This research dived into how strategic  
leadership and innovation can be harnessed to boost the resilience of SMEs in Nigeria's changing economic  
environment. It looks at various leadership practices, the adoption of innovative solutions, risk management  
tactics, and flexible business models that SMEs are using to tackle the challenges that have arisen after the  
pandemic. The study employed a mixed-methods approach, combining quantitative surveys with qualitative  
interviews to gather rich insights from SME owners, managers, and employees. This research took place in Kano  
and Plateau States, two vital economic hubs in Northern Nigeria that boast a variety of thriving small and  
medium-sized enterprises (SMEs).  
This study selected 25 SMEs, interviewing one or two key informants from each, such as CEOs, heads of  
innovation, or HR managers. This study used purposive sampling technique to pinpoint SMEs that fit our  
inclusion criteria and have shown some level of strategic adaptation during or after the COVID-19 pandemic.  
This study analysed the interview transcripts using thematic analysis. This study used simple linear regression  
analysis facilitated by SPSS version 28. The findings demonstrate that strategic leadership, innovation, and  
organizational challenges each play an important role in strengthening organizational resilience. Strategic  
leadership showed a significant positive effect on organizational resilience, indicating that organizations with  
visionary, proactive, and adaptive leaders are better equipped to withstand disruptions and maintain stable  
performance. Innovation also had a strong and positive impact on resilience, suggesting that organizations that  
consistently invest in new ideas. Organizations should implement continuous leadership development programs  
focusing on decision-making, crisis management, and strategic foresight. Organizations should allocate a fixed  
annual budget for research, technology upgrades, and new product or service development. Leaders should  
conduct regular environmental scanning and risk assessments to better understand emerging challenges and  
respond proactively.  
Key words: Organizational Resilience, Strategic Leadership, Innovation  
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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
INTRODUCTION  
The COVID-19 pandemic caused major upheavals in global economies, hitting Small and Medium Enterprises  
(SMEs) in developing countries like Nigeria particularly hard (Adebayo & Yusuf, 2021). As we work towards  
economic recovery in the aftermath of the pandemic, the importance of organizational resilience essentially the  
ability to foresee, prepare for, respond to, and adapt to both gradual changes and sudden shocks has become a  
key focus for ensuring business sustainability (Duchek, 2020).  
In Nigeria, SMEs are responsible for about 48% of the national GDP and provide over 84% of jobs (SMEDAN,  
2020).  
Despite their crucial role, these businesses often struggle with limited resources, inadequate institutional support,  
and a low capacity to adapt, which makes them particularly vulnerable during crises. The pandemic really  
brought to light how fragile these enterprises can be and emphasized the need to rethink leadership and  
innovation as vital tools for building resilience.  
Strategic leadership is crucial for navigating uncertainty, boosting employee confidence, and encouraging  
innovation (Boal & Hooijberg, 2001).  
Leaders who are agile, visionary, and inclusive tend to be in a better position to steer their organizations through  
turbulent times. At the same time, innovation especially in areas like digital transformation, process redesign,  
and product development has become vital for helping businesses adapt and stay competitive (OECD, 2021).  
This study looks into how strategic leadership and innovation can enhance the resilience of SMEs in Nigeria's  
economy as it recovers from COVID-19. It examines the leadership practices that were put in place during and  
after the pandemic, how innovation was either introduced or sped up, and what factors helped or hindered  
organizations in adapting and surviving. The aim is to pinpoint scalable practices and strategic insights that can  
empower SMEs to build long-term capacity for bouncing back and recovering from shocks.  
The timing of this research couldn't be more relevant, especially with the ongoing economic ups and downs,  
currency issues, and infrastructure challenges in Nigeria that are really putting the resilience of small and  
medium-sized enterprises (SMEs) to the test. By diving into how leadership, innovation, and resilience interact,  
this study aims to provide practical recommendations for entrepreneurs, managers, development agencies, and  
policymakers who are all working towards economic recovery and sustainable growth in Nigeria.  
PROBLEM STATEMENT/JUSTIFICATION  
Small and Medium Enterprises (SMEs) are truly the backbone of Nigeria’s economy, creating jobs, sparking  
innovation, and making a significant contribution to the GDP (SMEDAN, 2020). However, the COVID-19  
pandemic really highlighted the vulnerabilities in this sector, revealing issues like poor strategic planning, limited  
crisis management, weak innovation capabilities, and gaps in leadership. Many SMEs had to shut their doors or  
scale back operations due to supply chain disruptions, a drop in consumer demand, and insufficient financial  
reserves (Adeniran & Osakwe, 2021). These challenges are still very much present in the post-COVID economic  
landscape, putting the sustainability and competitiveness of SMEs in Nigeria at risk.  
One key takeaway from the pandemic is that surviving and thriving in business isn't just about having financial  
resources; it also hinges on intangible assets like resilient leadership and the ability to innovate quickly. Despite  
various recovery programs and support initiatives, a large number of Nigerian SMEs still struggle with strategic  
foresight and effective leadership to navigate these unpredictable environments. Leadership in many of these  
businesses tends to be more reactive than proactive, often missing the structure, strategic direction, and  
inclusivity needed to foster organizational resilience (Onuoha, 2018).  
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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
On the innovation front, which is crucial for adaptability and competitiveness, many SMEs are still not making  
the most of their potential. Challenges like resistance to change, inadequate digital infrastructure, low investment  
in research and development (R&D), and limited access to technology have all hampered Nigerian SMEs' ability  
to innovate swiftly in response to challenges (Okonkwo & Chukwuma, 2020). As global markets continue to  
change, innovation has expanded beyond just product development to encompass business model innovation,  
process efficiency, and digital transformation all of which demand strategic vision and forward-thinking  
leadership.  
The reason behind this study is the pressing need to grasp how small and medium-sized enterprises (SMEs) in  
Nigeria can bolster their resilience against both current and future challenges. The blend of strategic leadership  
and innovation offers a promising route to achieving this resilience. By diving into real-life case studies of SMEs  
that successfully adapted during and after the COVID-19 pandemic, this research aims to reveal practical  
insights, strategies, and frameworks that can shape policy, guide business practices, and nurture a more resilient  
entrepreneurial ecosystem.  
Additionally, this study fills a gap in both academic and policy literature by concentrating on how internal  
organizational factors rather than just external support—can enhance resilience. While many studies have looked  
at access to finance, government assistance, and infrastructure as vital for SME growth, fewer have explored the  
internal strengths that help SMEs recover from crises.  
Therefore, this research is not only timely but also crucial for practitioners, scholars, and policymakers who  
are eager to empower SMEs in achieving long-term sustainability in Nigeria’s intricate business landscape.  
OBJECTIVE (s) OF THE STUDY  
1. The goal is to dive into how strategic leadership can boost the resilience and adaptability of small and medium-  
sized enterprises (SMEs) in Nigeria’s economy as it bounces back from COVID-19. We want to see how  
different leadership styles, decision-making methods, and vision-setting practices help these businesses not just  
survive, but actually recover and flourish after the pandemic.  
2. To look at how much innovation—both tech-based and non-tech—has been embraced by SMEs as a way to  
build resilience. This means checking out how these businesses are using product innovation, improving their  
processes, adapting their business models, and going digital to tackle the challenges that have come up in the  
post-pandemic world.  
3. To pinpoint the main challenges and supportive factors that impact how strategic leadership and innovation  
come together in Nigerian SMEs to ensure they remain resilient over time. This will involve digging into both  
the internal and external hurdles, as well as the positive influences (like skills, culture, resources, and the  
policy landscape) that shape resilience outcomes for these businesses.  
LITERATURE REVIEW  
Organizational resilience has become a vital skill for businesses navigating the unpredictable and often chaotic  
landscape of today’s world. It’s all about how well an organization can foresee, prepare for, respond to, and  
adjust to both gradual changes and sudden shocks, ensuring they not only survive but thrive (ISO 22316:2017).  
Scholars like Duchek (2020) point out that resilience isn’t just about bouncing back from a crisis; it’s about  
learning and evolving to tackle future challenges. Boin and van Eeten (2013) break resilience down into three  
key areas: absorptive, adaptive, and transformative capacities, stressing that a truly resilient organization must  
not only endure shocks but also innovate and transform in response to them.  
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MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
Strategic leadership is crucial for fostering resilience, especially during tough times. Boal and Hooijberg (2000)  
describe strategic leaders as those who can align an organization’s resources with its long-term goals while  
skillfully navigating complex external challenges.  
Ireland and Hitt (2005) argue that this kind of leadership encourages proactive risk assessment and promotes a  
culture of learning within the organization. During the COVID-19 pandemic, for instance, strategic leadership  
was essential in helping businesses adapt to shifts in supply chains, customer behavior, and the rise of remote  
work (Nguyen & Le, 2021). Additionally, traits like emotional intelligence and visionary leadership have been  
recognized as key in managing the uncertainties and emotional challenges that come with crises (Goleman,  
Boyatzis & McKee, 2013).  
Innovation is another critical factor in boosting organizational resilience. Whether it’s through new technologies  
or improved processes, innovation allows companies to quickly adapt to environmental disruptions (OECD,  
2005).  
The Nigerian SME sector plays a crucial role in driving employment and economic growth, but it faced  
significant challenges during the COVID-19 pandemic. Issues like limited access to financing, inadequate digital  
infrastructure, and weak institutional support made the situation even worse (SMEDAN/NBS, 2021; PwC  
Nigeria, 2020). Eze et al. (2020) pointed out that many Nigerian SMEs struggle with weak leadership and lack  
of innovative frameworks, which left them particularly exposed during economic downturns. The World Bank  
(2021) reported that a lot of SMEs in Nigeria either shut down for good or had to cut back on their operations  
due to supply chain disruptions and a drop in consumer demand.  
To build long-term resilience, integrating strategic leadership and innovation is key. Teece, Peteraf, and Leih  
(2016) argue that the combination of visionary leadership and innovation boosts dynamic capabilities, allowing  
organizations to adapt and thrive amid changing environments. Case studies from Nigeria and beyond show that  
SMEs with strong leadership and a culture of innovation were more likely to stay afloat and competitive after  
the pandemic (Olawale, 2021). Additionally, Hamel and Välikangas (2003) highlight the significance of strategic  
foresight and ongoing reinvention as vital components of resilient organizations.  
Garrido-Moreno et al. (2024) examined the role of service innovation and organizational resilience in enhancing  
business performance using a sequential two-stage mixed-methods approach. First, a quantitative study was  
conducted to test the proposed research model using structural equation modeling (SEM) analysis with a sample  
of 343 service companies in Spain. Second, a qualitative analysis was performed with 12 interviews with  
managers to provide additional insights and a detailed understanding of the phenomenon. The results confirm  
innovation and resilience as key dynamic capabilities to address a changing business landscape and remain  
competitive. Findings also reveal the strategic importance of digital tools (social media platforms) and external  
networks as drivers of service innovation. Managers can use these findings to leverage social media to engage  
in collaborative networks, enhance innovation and resilience, and succeed in turbulent markets.  
Tawk (2025) examined the intersection of strategic leadership and organizational resilience, exploring how they  
influence the responses of small and medium-sized enterprises (SMEs) in Lebanon. The research examined  
businesses located within the Greater Beirut Area. The research employs a quantitative approach and utilizes a  
nine-item questionnaire, which was completed by 50 managers. The data were analyzed using regression analysis  
and one-way ANOVA in SPSS. Findings indicate that strategic leadership and organizational resilience have a  
significant impact on the level of satisfaction, commitment, and adaptability within an organization.  
Furthermore, leadership and organizational performance gaps, which organizational resilience partially  
mitigates, underscore the need to build organizational resilience in conjunction with strategic organizational  
leadership, which is crucial to the organization’s performance. The research seeks to inform SME leaders and  
policymakers on the importance of prioritizing business configurability during disruptive phases.  
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MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
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In the study of O’Shannassy (2021) on the challenges of strategic leadership in organizations. The final article  
on applied psychology approach to the challenges of the strategic leader. This applied psychology focus brings  
attention to this social sustainability of organizational life perspective- the health and well-being of the worker,  
the work team and the workplace in the three articles that follow.  
This study is built on a few key theoretical frameworks.  
The Resource-Based View (RBV) highlights how crucial unique internal resources—such as strong leadership  
and innovative capabilities are for gaining a competitive advantage and building resilience (Barney, 1991).  
The Transformational Leadership Theory (Bass & Riggio, 2006) points out how leadership can inspire and steer  
organizational change, especially during challenging times. Finally, the Dynamic Capabilities Theory (Teece,  
2007) stresses the need for organizations to adapt their internal skills to keep up with fast-changing  
environments. The literature suggests a growing agreement that strategic leadership and innovation are essential  
for enhancing organizational resilience, particularly for small and medium-sized enterprises (SMEs) in  
developing countries like Nigeria. By examining how these elements work together, this study aims to shed light  
on post-crisis recovery and sustainability for SMEs in the aftermath of COVID-19.  
METHODOLOGY  
This study utilized a qualitative case study research design, complemented by descriptive statistics. By taking a  
qualitative approach, we can dive deep into the perceptions, experiences, and strategies that SME leaders in  
Nigeria employ, especially regarding resilience, strategic leadership, and innovation in the wake of COVID-19.  
The case study design is particularly fitting as it allows for a thorough exploration of contemporary issues in  
real-life contexts (Yin, 2018).  
Study Area/Site  
The research took place in Kano and Plateau States, two vital economic hubs in Northern Nigeria that boast a  
variety of thriving small and medium-sized enterprises (SMEs). Kano State has a rich history as a centre for  
commerce, trade, and manufacturing, featuring a diverse array of SMEs in sectors like textiles, agro-processing,  
and informal trade. Meanwhile, Plateau State, especially Jos, is becoming a hotspot for ICT, creative industries,  
and agriculture-based entrepreneurship, with a noticeable surge in innovation among youth-led and service-  
oriented businesses. These states were chosen for their high density of SMEs, diverse economic activities, and  
their importance in understanding post-COVID-19 business resilience strategies in Nigeria.  
Study Population and Subjects  
The study focused on owners, managers, and senior staff from selected SMEs operating in Kano and Plateau  
States. This study concentrated on SMEs in the manufacturing, retail, technology, and service sectors. To be  
included in the study, SMEs must meet the following criteria: At least 10 employees, active operations both  
before and after the COVID-19 pandemic, and a willingness to participate in the study. This population is perfect  
for gaining insights into how leadership and innovation have shaped organizational resilience during a global  
crisis.  
Sampling Technique and Sample Size  
This study used purposive sampling technique to pinpoint SMEs that fit our inclusion criteria and have shown  
some level of strategic adaptation during or after the COVID-19 pandemic. This study selected around 10 to 15  
SMEs, interviewing one or two key informants from each, such as CEOs, heads of innovation, or HR managers.  
In total, we expect to have between 15 and 25 participants.  
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Data Collection Methods  
For gathering data, this study used mixed methods approach:  
• Semi-Structured Interviews: This study conducted face-to-face. The focus was on the challenges faced during  
the pandemic, strategic leadership choices, innovation efforts, and resilience outcomes. With consent, all  
interviews was recorded and transcribed word-for-word.  
• Structured Questionnaires: This study also used a short questionnaire to collect demographic and organizational  
details, such as sector, employee count, years in operation, and leadership structure.  
Data Analysis  
• Qualitative Data: This study analysed the interview transcripts using thematic analysis, following the six-step  
framework outlined by Braun and Clarke (2006): Getting familiar with the data, creating initial codes, looking  
for themes, reviewing those themes, defining and naming the themes, writing the report. This study used NVivo  
software to help organize and code the data.  
• Quantitative Data: The questionnaire responses were analyzed using descriptive statistics (like means,  
frequencies, and percentages). This will help us profile the characteristics of SMEs and spot trends in leadership  
and innovation adoption. We’ll triangulate data from both sources to ensure a solid interpretation and boost the  
credibility of our findings.  
Ethical Considerations  
Every participant gets an informed consent form that outlines the study’s purpose, procedures, and their rights.  
We want to make sure participants feel secure about their confidentiality and anonymity, and that they know  
their participation is completely voluntary. They can also withdraw at any time without any negative  
consequences. Rest assured, all interview recordings and data was kept safe and used only for academic  
purposes.  
RESULT AND DISCUSSIONS  
Table 1: Out of Range Values  
Descriptive Statistics  
Indicators  
SL1  
N
Minimum  
1.00  
Maximum  
5.00  
Mean  
Std. Deviation  
1.03763  
.90921  
25  
25  
25  
25  
25  
25  
25  
25  
25  
25  
3.9200  
4.0800  
3.8800  
3.4800  
3.6800  
3.2400  
3.6400  
3.7200  
2.9200  
3.6000  
SL2  
2.00  
5.00  
SL3  
2.00  
5.00  
.83267  
SL4  
2.00  
5.00  
.71414  
SL5  
1.00  
5.00  
.85245  
OR1  
OR2  
OR3  
OR4  
OR5  
1.00  
5.00  
.92556  
1.00  
5.00  
.99499  
2.00  
5.00  
.93630  
1.00  
5.00  
.95394  
1.00  
5.00  
1.00000  
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IN1  
25  
25  
25  
25  
25  
25  
25  
25  
25  
25  
25  
1.00  
2.00  
2.00  
1.00  
1.00  
2.00  
2.00  
2.00  
2.00  
2.00  
5.00  
5.00  
5.00  
5.00  
5.00  
5.00  
5.00  
5.00  
5.00  
5.00  
3.3600  
4.0400  
3.9200  
2.7200  
3.6400  
4.0400  
3.5600  
3.9600  
4.0000  
3.6800  
1.28712  
1.01980  
1.03763  
1.20830  
1.11355  
.84063  
.96090  
.84063  
.95743  
.80208  
IN2  
IN3  
IN4  
IN5  
CL1  
CL2  
CL3  
CL4  
CL5  
Valid N (listwise)  
Table 1 presents the descriptive statistics for all indicators. The minimum and maximum values for each item  
fall within the expected 1–5 Likert scale, showing no evidence of data entry errors. The mean scores generally  
fall between 3.2 and 4.1, indicating that respondents moderately to strongly agreed with most items. Standard  
deviations range from about 0.71 to 1.28, suggesting that responses vary from moderate to high variability across  
items. Overall, the data appear valid and suitable for further analysis.  
Table 2: Missing value Analysis  
Univariate Statistics  
Indicat  
ors  
N
Mean  
Std. Deviation  
Missing  
Count Percent  
No. of Extremesa  
Low  
High  
SL1  
SL2  
SL3  
SL4  
SL5  
OR1  
OR2  
OR3  
OR4  
OR5  
IN1  
25  
25  
25  
25  
25  
25  
25  
25  
25  
25  
25  
25  
25  
25  
25  
3.9200  
4.0800  
3.8800  
3.4800  
3.6800  
3.2400  
3.6400  
3.7200  
2.9200  
3.6000  
3.3600  
4.0400  
3.9200  
2.7200  
3.6400  
1.03763  
.90921  
.83267  
.71414  
.85245  
.92556  
.99499  
.93630  
.95394  
1.00000  
1.28712  
1.01980  
1.03763  
1.20830  
1.11355  
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
.0  
.0  
.0  
.0  
.0  
.0  
.0  
.0  
.0  
.0  
.0  
.0  
.0  
.0  
.0  
0
2
0
0
1
1
1
0
0
1
3
0
0
0
1
0
0
0
0
0
0
0
0
2
0
0
0
0
0
0
IN2  
IN3  
IN4  
IN5  
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CL1  
CL2  
CL3  
CL4  
CL5  
25  
25  
25  
25  
25  
4.0400  
3.5600  
3.9600  
4.0000  
3.6800  
.84063  
.96090  
.84063  
.95743  
.80208  
0
0
0
0
0
.0  
.0  
.0  
.0  
.0  
1
0
.
0
0
.
3
0
0
0
a. Number of cases outside the range (Q1 - 1.5*IQR, Q3 + 1.5*IQR).  
Table 2 shows that all 25 cases have complete data, as no variable has missing values (0%). A few indicators  
recorded low or high extreme values, but the counts are small and fall within acceptable limits for survey data.  
This implies that the dataset is clean, with no missing observations capable of affecting model estimation. The  
extreme values identified do not exceed levels that would compromise statistical validity.  
Figure 1: Boxplot for determination of Outliers  
The boxplot visually confirms that the dataset contains no severe outliers. Although a few indicators recorded  
mild extreme values, the data points remain within acceptable whisker ranges. This indicates that the dataset is  
normally distributed enough for regression analysis and does not require transformation or removal of cases.  
Data Analysis  
Interviews with 25 CEOs, heads of innovation, and HR managers from SMEs in Kano and Plateau States showed  
that both leadership and innovation were central to strengthening organizational resilience during the global  
crisis. Strategic leadership enabled rapid decision-making, transparent communication, and greater staff  
involvement, which helped organizations maintain stability and morale. Innovation also played a major role as  
firms that adopted digital tools, introduced online sales systems, used mobile payments, and restructured work  
processes were better able to sustain operations and engage customers. Respondents noted that the crisis pushed  
leaders to become more strategic, adaptable, and empathetic, with HR managers highlighting improvements in  
employee support, training, and flexible work arrangements. While SMEs in Kano relied more on technological  
and cost-management innovations, those in Plateau emphasized people-centered leadership and team cohesion.  
Despite these differences, all respondents agreed that leadership and innovation worked together to enhance  
resilience. Overall, the interviews revealed that SMEs that embraced strong leadership and continuous  
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innovation were better positioned to survive the crisis, transform their operations, and prepare for future  
disruptions.  
Table 3: Coefficient  
Coefficientsa  
Model  
Unstandardized  
Coefficients  
Standardiz  
t
Sig.  
Collinearity  
Statistics  
ed  
Coefficien  
ts  
B
Std.  
Error  
2.266  
.117  
Beta  
Toleran  
VIF  
ce  
1
(Constant)  
Strategic  
9.435  
.389  
4.163  
3.313  
.000  
.003  
.568  
1.000  
1.000  
Leadership  
a. Dependent Variable: Organizational Resilience  
The regression results show that Strategic Leadership significantly predicts Organizational  
Resilience (β = .568, t = 3.313, p = .003). This means that an increase in strategic leadership  
practices is associated with a substantial improvement in organizational resilience. The VIF value  
of 1.000 confirms the absence of multicollinearity concerns.  
Table 4: Model Summary  
Model Summaryb  
Model  
R
R Square  
Adjusted R Square  
Std. Error of the  
Estimate  
1
.568a  
.323  
.294  
1.87425  
a. Predictors: (Constant), Strategic Leadership  
b. Dependent Variable: Organizational Resilience  
The model explains 32.3% of the variance in Organizational Resilience (R² = .323). The  
adjusted R² of .294 indicates that the model is moderately effective. The R value (.568) also  
confirms a strong positive relationship between Strategic Leadership and Organizational  
Resilience.  
Table 5: ANOVA  
ANOVAa  
Model  
1
Sum of  
Squares  
38.566  
80.794  
119.360  
df  
Mean Square  
F
Sig.  
Regression  
Residual  
Total  
1
38.566  
3.513  
10.979  
.003b  
23  
24  
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INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
a. Dependent Variable: Organizational Resilience  
b. Predictors: (Constant), Strategic Leadership  
The ANOVA results indicate that the regression model is statistically significant (F = 10.979, p = .003). This  
confirms that Strategic Leadership is a meaningful predictor of Organizational Resilience and that the model fits  
the data well.  
Table 6: Coefficient  
Coefficientsa  
Model  
Unstandardized  
Coefficients  
Standardize  
t
Sig.  
Collinearity  
Statistics  
d
Coefficient  
s
B
Std. Error  
Beta  
.690  
Toleran  
VIF  
ce  
1
(Constan  
t)  
8.776  
.456  
1.793  
.100  
4.895  
4.576  
.000  
.000  
Innovati  
on  
1.000  
1.000  
a. Dependent Variable: Organizational Resilience  
Innovation shows a strong and significant positive effect on Organizational Resilience (β = .690, t = 4.576,  
p < .001). This suggests that organizations with higher levels of innovation practices tend to be more  
resilient. The VIF of 1.000 shows no collinearity issues.  
Table 7: Model Summary  
Model Summaryb  
Model  
1
R
R Square  
Adjusted R Square  
Std. Error of the  
Estimate  
.690a  
.477  
.454  
1.64810  
a. Predictors: (Constant), Innovation  
b. Dependent Variable: Organizational Resilience  
Innovation explains 47.7% of the variation in Organizational Resilience (R² = .477). The adjusted  
R² (.454) indicates a strong predictive capacity. The R value (.690) shows a strong correlation  
between innovation and organizational resilience.  
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INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
Table 8: ANOVA  
Model  
ANOVAa  
Sum of  
Df  
Mean Square  
F
Sig.  
Squares  
1
Regression  
56.887  
62.473  
119.360  
1
56.887  
2.716  
20.943  
.000b  
Residual  
Total  
23  
24  
a. Dependent Variable: Organizational Resilience  
b. Predictors: (Constant), Innovation  
The regression model is statistically significant (F = 20.943, p < .001), meaning innovation contributes  
significantly to predicting organizational resilience. The model provides a good fit for the data.  
Table 9: Coefficient  
Coefficientsa  
Coefficientsa  
Model  
Unstandardized  
Coefficients  
Standardize  
d
t
Sig.  
Collinearity  
Statistics  
Coefficients  
Beta  
B
Std. Error  
Toleran  
VIF  
ce  
1
(Constant  
3.945  
.764  
4.044  
.203  
.975  
.339  
.001  
)
Challeng  
es  
.617  
3.764  
1.000  
1.000  
a. Dependent Variable: Strategic Leadership  
Challenges significantly predict Strategic Leadership (β = .617, t = 3.764, p = .001). This indicates that the  
level of challenges faced by the organization is strongly linked to the degree of strategic leadership response.  
Leaders tend to adopt stronger strategic practices when facing more substantial challenges.  
Table 10: Model Summary  
Model Summaryb  
Model  
1
R
R Square  
Adjusted R Square  
Std. Error of the  
Estimate  
.617a  
.381  
.354  
2.61897  
a. Predictors: (Constant), Challenges  
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INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
b. Dependent Variable: Strategic Leadership  
Challenges explain 38.1% of the variation in Strategic Leadership (R² = .381). The adjusted R² (.354)  
further confirms a moderate explanatory power. The relationship (R = .617) is strong and positive.  
Table 11: ANAOVA  
ANOVAa  
Model  
Sum of Squares  
Df  
Mean Square  
F
Sig.  
1
Regression  
Residual  
Total  
97.202  
157.758  
254.960  
1
97.202  
6.859  
14.171  
.001b  
23  
24  
a. Dependent Variable: Strategic Leadership  
b. Predictors: (Constant), Challenges  
The regression model is significant (F = 14.171, p = .001), confirming that challenges are an important predictor  
of strategic leadership behaviour. The model adequately fits the data and supports further analysis.  
Strategic leadership had a significant positive effect on organizational resilience. This study is in tandem with  
the study of Garrido-Moreno et al. (2024). The results confirm innovation and resilience as key dynamic  
capabilities to address a changing business landscape and remain competitive. Findings also reveal the strategic  
importance of digital tools (social media platforms) and external networks as drivers of service innovation.  
Innovation had a significant positive effect on organizational resilience. This study is consistent with the study  
conducted by Tawk (2025). Findings indicate that strategic leadership and organizational resilience have a  
significant impact on the level of satisfaction, commitment, and adaptability within an organization. Challenges  
and supportive factor had a significant positive effect on strategic leadership. In the study of O’Shannassy (2021).  
The applied psychology focus brings attention to this social sustainability of organizational life perspective- the  
health and well-being of the worker, the work team and the workplace.  
The data used for this subject from various conference proceeding, Scientific journal and other document related  
to Artificial Intelligence in Biology. Use academic database from Google pro question also surch from relevant  
Article. Artificial Intelligence in biological education. AI in learning quality improvement education.  
CONCLUSION  
The findings demonstrate that strategic leadership, innovation, and organizational challenges each play an  
important role in strengthening organizational resilience. Strategic leadership showed a significant positive effect  
on organizational resilience, indicating that organizations with visionary, proactive, and adaptive leaders are  
better equipped to withstand disruptions and maintain stable performance. Innovation also had a strong and  
positive impact on resilience, suggesting that organizations that consistently invest in new ideas.  
RECOMMENDATION  
The following Recommendations were made:  
1. Organizations should implement continuous leadership development programs focusing on decision-  
making, crisis management, and strategic foresight.  
2. Organizations should allocate a fixed annual budget for research, technology upgrades, and new product  
or service development.  
3. Leaders should conduct regular environmental scanning and risk assessments to better understand  
emerging challenges and response.  
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