The COVID-19 pandemic disrupted research systems worldwide, with particularly severe consequences for institutions in the Global South characterised by funding volatility, infrastructure limitations, and structural dependence on international partnerships. This paper investigates crisis leadership practices in Global South research institutions during post-pandemic recovery, with focused case analysis from Zimbabwe and the Southern African Development Community (SADC) region. Using a mixed-methods design combining document review, interviews with institutional leaders, and survey data from 15 research institutions, the study identifies leadership strategies, funding innovations, digital adaptation, and collaborative networks that fostered organisational resilience. Findings reveal that adaptive governance, distributed decision-making, digital acceleration, and funding diversification were pivotal in sustaining research continuity. Zimbabwean case institutions, such as the University of Zimbabwe and the National University of Science and Technology, illustrate effective crisis leadership and lessons for regional resilience. Recommendations emphasise embedding crisis preparedness, professionalising research management, and strengthening regional funding mechanisms to build sustainable and resilient research futures.

Keywords: Crisis leadership, research institutions, Global South, organisational resilience, post-pandemic recovery, Zimbabwe, SADC