Organizations are perpetually challenged to adapt and evolve in the increasingly complex and unpredictable public service landscape. Using two international case studies from Australia and New Zealand, this research examines the critical role of adaptive leadership in fostering resilience within public service entities, focusing on the integral role of ethics in disaster response. The research is grounded in the theory of adaptive leadership, which posits that contemporary organizational challenges require leadership to encourage adaptation and learning. The study explores how adaptive leadership, intertwined with ethical practices, contributes to creating resilient public service organizations capable of withstanding and evolving through crises, constant changes, and adversities. Through a detailed examination of the case studies affecting the general public and ethical considerations, the research unravels the intricacies of public administrators’ ethical dilemmas, concluding with reflections on the implications for public service ethics, integrity, and public trust. The study not only elucidates the symbiotic relationship between adaptive leadership and ethics in fostering organizational resilience but also charts a course for future policy formulation and leadership training programs, underscoring the indispensable role of ethical governance in navigating crises.
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