Abstract

This research focuses on a Humanitarian organisation operating in Pakistan. The research examines the paradoxes faced by four distinct leaders within an organisation. As part of a multiple-case study approach, each individual leader is the unit of analysis for the research. This study explores how these leaders navigate paradoxical situations in their distinct job roles. The data is obtained through a semi-structured interview that highlights the critical role of flexible decision-making strategies in enhancing the resilience and effectiveness of the organisation, ultimately benefiting disaster victims by ensuring timely and sustainable assistance. This study contributes valuable insights into leadership in humanitarian contexts, particularly in managing paradoxical challenges.