This work attempts to present a succinct new understanding of the impact of crisis-induced innovation for resilience in health and healthcare during the COVID-19 pandemic era. Leaders of health and healthcare implemented, monitored and evaluated diverse innovative strategies for leadership, communication and accountability for adequate resilience during the pandemic. Within the context of resilience, disparate innovative solutions can be disparately based on impacts into situational, structural, and systemic resilience necessitating frameworks for harnessing newfangled solutions and the effect on resilience in health and healthcare. Although, there was accelerated leadership response to the pandemic, the overall crisis management was broadly tailored by the directives of governments. Leadership is pertinent to ensure traditions, cultures and values which are not embellished with target setting, status hierarchies, rules and regulations. SARS-CoV-2/COVID-19 presumably had a positive impact during the pandemic due to decrement in expenditure, increment in savings, as depicted in spending more time with family and spending less money on entertainment. Better life appreciation, survival through difficulties, gratitude for the importance of life. Literature in health systems resilience emphasises that focus should not merely be on absorbing unprecedented and unpredictable shocks due emergence of health needs, but ensuring continuity in health progress, sustainable benefits in the functioning of health and healthcare systems and fostering quality of life. Since SARS-CoV-2/COVID-19 globally overwhelmed health systems, discourse and polemics on resilience has created a sense of expansive urgency, with pertinence to explicate the ingredients of local and global responses by means of a lens of resilience. In conclusion, future research in leadership and crisis leadership competence mechanism through training and change are pertinent for the potential of leadership development intervention and creativity to advance health system resilience. Generally, organizations are increasingly dependent on data infrastructure and analytics teams but several strategic decisions are governed by conventionality, intuition, political bargaining, pro forma or strategic ambiguity. This article theorizes effective leadership individual competencies, routine organizational practices, and governance presentations whereby leaders systematically integrate resilience into strategic decision-making during the SARS-CoV-2/COVID-19 pandemic.
*Dr Chrysanthus Chukwuma Sr (Tue,) studied this question.