The impact of the COVID-19 pandemic has underlined the significant role of resilient leadership in the recovery of the hotel business. While these studies have advanced understanding at the organizational level, relatively little attention has been paid to how leadership influences employee adaptation and recovery through psychological and behavioral mechanisms.

This study proposes a perspective of resilient leadership to theorize employee variables (i.e. employee resilience capability and belief restoration) and team variables (i.e. adaptation strategies) on hotel performance of employees and teams. This study contributes to the literature by integrating resilient leadership theory (RLT) and self-determination theory (SDT) to develop a robust multilevel framework for enhancing crisis management in the hospitality industry. At the team level, we examine how resilient leadership promotes adaptive strategies that improve team performance. At the individual level, we explore how belief restoration and psychological capital mediate the relationship between leadership and employee resilience and outcomes.

The research sample consists of 210 teams of total 793 employees from Taiwanese tourist hotels. The data are analyzed using SEM and HLM. The analytical results indicate that resilient leadership influences adaptation strategies, team performance and employee resilience capability. This study identifies the cross-level moderating effect of adaptation strategies as affecting the relationship between employee resilience capability and belief restoration. Furthermore, this study performs a multi-level investigation to identify the mechanism of the relationship between resilient leadership and hotel performance. These two levels (employees and teams) are theoretically linked through cross-level mechanisms: Resilient leaders shape team norms and strategic approaches, which in turn influence individual psychological responses and behaviors. This study underscores the pivotal role of psychological capabilities—including resilient leadership, employee resilience, and belief restoration—in driving organizational recovery during crises. Additionally, it offers actionable insights for human resource practices, particularly the recruitment and development of psychologically resilient employees to bolster overall organizational performance.

This study offers empirical evidence highlighting the pivotal roles of resilient leadership and employee resilience capability in enabling hotels to recover swiftly from unexpected crises. The hotel industry has faced significant challenges due to various pandemic policies, and resilient leadership among hotel managers has proven essential for maintaining stable operations. Effective adaptation strategies, such as promptly adjusting operational structures, empower hotel employees to navigate and address the ongoing challenges of the pandemic safely and successfully.

To navigate the ongoing challenges posed by the COVID-19 crisis, hotel managers must assess the prevailing conditions in the industry and devise effective adaptation strategies for their operations. Employees can then implement these strategies and collaborate across teams or departments to restore confidence and engage in contextual behaviors that contribute to achieving organizational objectives. It is crucial for hotel managers to promptly address informational needs related to pandemic prevention and adopt innovative operational solutions, such as digital technology, to enhance their response to the crisis. This study published in 2025 International Journal of Hospitality Management (SSCI).

Keywords：Resilient leadership, Adaptation strategies, Team performance, Employee resilience, Belief restoration