Finance Leadership in Crisis Management: The Role of Financial Leadership in Ensuring Resilience During Turbulent Times with Reference to Apparel Industry in Sri Lanka

Abstract

In an era where global pandemics, economic shocks, supply chain disruptions, and political instability are persistent, organizational resilience has become a strategic necessity rather than a choice. In this perspective, the study explores the relationship between finance leadership and crisis management in the context of organisational resilience in the Sri Lankan apparel industry during the times of instability. A quantitative, deductive approach was employed; structured questionnaires were used to evaluate the key leadership traits as well as the financial indicators considered to be the core of resilience. The results indicate that visionary leadership, empathy, adaptability, transparency, and decisiveness significantly influence organisational resilience. In addition, both proactive financial strategies such as scenario planning, workforce preparedness, and continuous improvement, and reactive measures, including liquidity management, cost control, transparent stakeholder communication, and workforce resilience, are deemed essential. Accordingly, the study recommends the implementation of structured leadership development programmes, rigorous scenario planning exercises, comprehensive cross-training initiatives, strategic cost management, and long-term investment in digital infrastructure. These findings offer practical implications for finance executives and policymakers seeking to enhance organisational resilience and foster sustainable performance amid growing global uncertainties.