Gečienė, Jolita

The report is based on an integrated approach, in which the resilience of social organizations is conceptualized as an organization's dynamic ability to adapt to change, learn, maintain operational stability and create long-term value. Modern organizations operate in an environment of constant uncertainty and social transformations, in which employee well-being, engagement and motivation become essential prerequisites for sustainable performance, especially in the social services sector, which is characterized by high emotional load and the risk of professional burnout. The goal is to reveal how strategic human resource management, leadership, employee engagement and performance optimization contribute to the formation of organizational resilience and ensuring sustainable performance. The study was conducted in September 2025, using the expert assessment method. The results of the study revealed that the resilience of social service organizations is formed as a complex system of interacting strategic factors, in which human resources become the central connecting link between the organization's strategy, operational efficiency and long-term sustainability. The developed model for building resilience in social service organizations is based on a systemic and integrated approach, in which organizational resilience is conceptualized as a constantly changing organizational characteristic, formed through a set of interacting strategic, managerial, and human factors.

Today, social organizations operate in a rapidly changing and increasingly uncertain environment, in which they must constantly cope with economic, social, technological, and even political upheavals. Since these organizations provide services to the most vulnerable groups in society, their ability to remain resilient in the face of crises takes on not only organizational but also broader social significance. Although the topic of organizational resilience has received increasing attention in the academic literature in recent years, there is still a lack of empirical research revealing the specific factors contributing to the resilience of social organizations—in particular, there is a dearth of knowledge regarding the role of leadership in this process. This paper aims to reveal the importance of leadership, as one of the key factors of resilience, for social organizations, based on the results of a qualitative expert study conducted in 2025.

Monografijoje identifikuojamos socialinių paslaugų organizacijų (SPO) atsparumo stiprinimo priemonės ir sukuriamas konceptualusis šių organizacijų atsparumo stiprinimo modelis Lietuvos regionų socialinio tvarumo kontekste. Empirinis tyrimas prisidėjo prie SPO veiklos stebėsenos, analizės ir prognozavimo, atskleisdamas, kaip galima sustiprinti SPO atsparumą. Tyrimo rezultatai leido nustatyti pagrindinius veiksnius, lemiančius SPO gebėjimą įveikti sunkumus, bei išryškinti esmines atsparumo stiprinimo priemones. Remiantis šiais rezultatais, suformuotas konceptualusis modelis, paaiškinantis SPO atsparumui įtaką darančius veiksnius, nurodantis kryptis socialiniam tvarumui užtikrinti ir išskiriantis etapus, reikalingus trikdžiams įveikti. Modelis atskleidžia pagrindinius SPO atsparumo ir Lietuvos regionų socialinio tvarumo komponentus, sudarančius sąlygas suprasti jų tarpusavio sąsajas bei ryšių tinklą. Pasiūlytas konceptualusis modelis pasižymi praktine verte ir gali būti taikomas siekiant stiprinti SPO atsparumą Lietuvos regionuose.

This article analyzes the manifestation of leadership in social organizations, conceptualizing it as a transformative force that shapes organizational culture within the framework of sustainable security. In contemporary social organizations operating under conditions of constant uncertainty and social challenges, leadership takes on strategic significance—it becomes not only a mechanism for coordinating activities but also a value-based orientation uniting the community toward a common goal and the long-term development of the organization. The objective is to reveal the role of leadership in social organizations in order to create a sustainable, safe, and socially responsible organizational culture that enhances employee engagement and well- being, and to identify effective leadership practices in the context of human resource management. The theoretical research method is a systematic analysis of the scientific literature, encompassing the latest scholarly sources on the topic of leadership in social organizations. A targeted selection and critical analysis of the literature allowed for the conceptual substantiation of the statements and conclusions formulated in the article without relying on the collection of empirical data. The results of the analysis show that, in the context of social organizations, leadership is not equated with hierarchical management or administrative control. It is understood as a sustainable practice based on values, trust, and a moral stance, oriented toward the creation of long-term value. It is emphasized that emotional intelligence, the creation of psychological safety, employee empowerment, and the application of “slow” leadership principles create conditions for the formation of a resilient organizational culture, reduce the risk of professional burnout, and strengthen the organization’s long-term sustainability.

The article examines how to strengthen the resilience of social service organizations in the regions of Lithuania when faced with extreme situations and unexpected events in the country. The research has es- tablished that, in order to overcome challenges and difficulties, social service organizations need to plan their actions in advance, quickly adapt to changes and strengthen resilience, which depends on factors that strengthen the resilience of social service organizations, such as: standardized risk management procedures, continuous strengthening of competencies, strategic planning, enabling leadership and management of business continuity processes. The research has identified measures to overcome difficulties: targeted staff involvement, inspiring organizational culture, effective risk and challenge management and the ability to adapt and maintain balance, while ensuring the continuity of activities. It has been revealed that the development of social services in the region is important for the resilience of social service organizations.

The article analyzes the features of the human resources potential that help ensure the resilience of organizations providing social services to difficulties. Organizations providing social services work with individuals at increased risk and often face various difficulties. Therefore, strengthening the resilience of these organizations, the potential of which is human resources, becomes a particularly important task. The purpose of this article is to reveal the potential of human resources in the process of strengthening the resilience of organizations by identifying the most important factors and measures that help ensure resilience. The article analyzes how leadership, employee competencies, motivation, focus and other factors help strengthen the resilience of organizations providing social services to difficulties. The purpose of the study is to identify the main difficulties and measures that influence the resilience of organizations providing social services. Methodology – quantitative research method – questionnaire survey, in which employees of organizations providing social services – decision-makers (managers, deputies, heads of departments and divisions) participated. Key findings: Human resource potential is a key factor in the resilience of social service organizations, as employee competence, motivation and engagement directly correlate with the organization's ability to adapt to challenges. The resilience of social service organizations is enhanced by a strong organizational culture that promotes cooperation, trust between managers and employees, and clear communication during change. The study revealed that the resilience of social service organizations directly depends on the ability of managers to make strategically sound decisions that ensure the strengthening of employee competences and motivation.

The article reveals the problems of employee-customer relations in social organisations, identifies the principles of employee-customer relations that influence the activities of organisations in complex con ditions of external and internal circumstances. The article defines the importance of the professional ism of the employee in the development of mutual relations with the client, in the creation of a certain system of communication, which contributes to the successful operation of a social service organisation. The qualitative research reveals the importance of the relationship between employees and clients in a social service organisation. The research was carried out using a semi-structured interview method, which enabled a more targeted approach to the problem. The research involved 5 subjects – social work ers. The results of the study allow a deeper understanding of the importance of the relationship between the worker and the client for the functioning of social service organisations.

Abstract. The article analyses the consequences of the Russian-Ukrainian war on the social sustainability of Lithuanian regions. As the war continues, insecurity, fear and environmental uncertainty increase. Residents of Lithuanian regions are faced with anxiety, which fundamentally changes the routine and lifestyle of life. Society loses its sense of joy, abandons things that used to cheer up, follows the news about the consequences of war. This war worries the public and leaves long-term consequences in the regions of Lithuania