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Leading Through Crisis and Change
Resilience, Leadership & Sustainability in Mission-Driven Organizations

Every mission-driven organization eventually meets a moment it wasn’t built for: a funding source disappears, a leader departs, a war or a pandemic reshapes everything overnight. The organizations that endure aren’t the ones that avoid these moments. They’re the ones that saw their own fault lines early and reinforced them before the pressure arrived.

Grounded in the research behind Leadership, Service, and Wicked Problems, this course examines how disruption exposes the weaknesses already inside an organization and, more importantly, gives you the tools to find and address yours before a crisis does it for you.

You won’t just study crisis leadership. You’ll assess your own organization across four dimensions: trust, change readiness, stakeholder clarity, and crisis vulnerability, using a diagnostic system that turns what you sense into something you can see and act on. From that, you’ll build a Crisis & Change Action Plan grounded in your organization’s actual situation and measure your own growth from where you started.

For the leaders, educators, nonprofit and ministry teams, and mission-driven professionals doing work that matters in conditions that rarely cooperate, this is how you lead through the storm without losing the mission underneath it.

How to Take the Course

  1. Please register an account first. This is important for the Course registration process.
  2. Once you have registered on the site. Come back to this page and click on “Take this Course”.
  3. You will get an email confirming your course registration.
  4. Accessing the course is easy. You can find it in your course profile, or just come back to this page.
  5. The Full Course will now be accessible on this page.

 

Akumbu, Ruth V. (2023) "Leadership, Service, and Wicked Problems: Impact of War, Lack of Funding, and COVID-19 in Service of Those with Fewer Opportunities," The Scholarship Without Borders Journal: Vol. 1: Iss. 2, Article 7.
DOI: https://doi.org/10.57229/2834-2267.1024
Available at: https://digitalcommons.pepperdine.edu/swbj/vol1/iss2/7