The mediating role of levers of controls on the association between sustainable leadership and organisational resilience

Abstract This study examines the mediating role of Simons’ (Levers control: How managers use innovative control systems to drive strategic renewal, Harvard Business School Press, 1995) levers (belief systems, boundary controls, interactive diagnostic controls) on association between sustainable leadership and organisational resilience. Data was collected using a mail survey 410 Australian middle level managers. The results reveal that three mediate influence resilience, with exhibiting both direct indirect (through levers) findings contribute resilience literature by providing an insight into crucial in facilitating effectiveness approach i.e. through enhancing Accordingly, are advised enhance employing belief controls.