Abstract
Abstract The COVID-19 pandemic in 2020 significantly impacted Australia’s resources sector, particularly mining, oil, and gas industries, posing challenges for operational leaders. This study applied Adaptive Crisis Management Theory (ACMT) to understand how these leaders adapted during the crisis. Through interviews with 32 operational leaders, it was found that their roles evolved as crisis demands changed. Initially, they addressed immediate needs, then shifted focus to remote work facilitation and digital transformation, and finally emphasised recovery, trust, and resilience. These adaptations influenced leaders’ behaviours, highlighting the importance of flexibility in supporting employee wellbeing and organisational continuity during crises.
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