The COVID-19 pandemic was not only a global health crisis; it was a stress test for risk management systems in organizations, governments, and communities around the world. Many traditional approaches focused on isolated risks, linear planning, and static assumptions. The pandemic exposed how inadequate such models can be when facing systemic, cascading, and long-lasting disruptions. In the post-pandemic world, risk management is no longer an optional support function; it has

Abstract Leaders today face overlapping crises—from economic shocks and geopolitical disruptions to rapid digitization and climate-related emergencies. These pressures expose structural vulnerabilities while also revealing the practices that help teams adapt, recover, and even improve. This article develops a practical, theory-informed account of leadership resilience for managers navigating crisis and change. Using Bourdieu’s theory of capital and fields, world-systems analy