EXAMINING AGILE LEADERSHIP, WORKFORCE AGILITY, AND EMPLOYEE RESILIENCE FOR ENHANCED EMPLOYEE PERFORMANCE: A SYSTEMATIC REVIEW
DOI:
https://doi.org/10.62567/micjo.v3i4.3183Keywords:
Agile Leadership, Workforce Agility, Employee Resilience, Employee PerformanceAbstract
This study examines the roles of agile leadership, workforce agility, and employee resilience in enhancing employee performance through a systematic literature review. The review was conducted using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) 2020 framework to ensure a transparent and structured process of study identification, screening, eligibility assessment, and synthesis. Relevant scholarly publications were selected based on predetermined inclusion criteria, including publication type, language, timeframe, thematic relevance, research design, full-text accessibility, and originality of records. The findings indicate that agile leadership contributes to employee performance primarily by creating an adaptive, collaborative, and empowering work environment. However, its direct relationship with employee performance is not always consistent, suggesting the importance of intervening mechanisms. Workforce agility emerges as a central capability that translates agile leadership into improved employee performance through employees’ proactivity, adaptability, and responsiveness to organizational change. Employee resilience also supports sustained performance by enabling employees to cope with adversity, uncertainty, and work-related pressures. The review concludes that agile leadership, workforce agility, and employee resilience should be considered complementary resources within an integrated employee performance framework. Organizations should therefore combine agile leadership development with human resource practices that strengthen employee adaptability, continuous learning, collaboration, and psychological resilience.
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