Conceptual Frameworks and Research Models on Resilience in Leadership

By Janet Ledesma. 2014

300 citations recorded by the source corpus.

The purpose of this article was to discuss conceptual frameworks and research models on resilience theory. The constructs of resilience, the history of resilience theory, models of resilience, variables of resilience, career resilience, and organizational resilience will be examined and discussed as they relate to leadership development. The literature demonstrates that there is a direct relationship between the stress of the leader’s job and his or her ability to maintain resilience in the face of prolonged contact with adversity. This article discusses resilience theory as it relates to leadership development. The concept associated with resilience, which includes thriving and hardiness, is explored with the belief that resilient leaders are invaluable to the sustainability of an organization. In addition, the constructs of resilience and the history of resilience studies in the field of psychiatry, developmental psychopathy, human development, medicine, epidemiology, and the social sciences are examined. Survival, recovery, and thriving are concepts associated with resilience and describe the stage at which a person may be during or after facing adversity. The concept of “thriving” refers to a person’s ability to go beyond his or her original level of functioning and to grow and function despite repeated exposure to stressful experiences. The literature suggests a number of variables that characterize resilience and thriving. These variables include positive self-esteem, hardiness, strong coping skills, a sense of coherence, self-efficacy, optimism, strong social resources, adaptability, risk-taking, low fear of failure, determination, perseverance, and a high tolerance of uncertainty. These are reviewed in this article. The findings in this article suggest that those who develop leaders need to create safe environments to help emerging and existing leaders thrive as individuals and as organizational leaders in the area of resilience to impact productivity and sustainability.

Subfields: Applied Psychology, Clinical Psychology, Safety Research

View Paper: https://www.semanticscholar.org/paper/9c7af8acb1f5e81192c9fcc62e63854d90dc4b25

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Murat Yıldırım
2. Gökmen Arslan
3. Norashidah Hashim
4. I. Salisu

In Clinical Psychology

1. Gökmen Arslan
2. Vasiliki Kaltsi
3. Murat Yıldırım
4. V. Brouskeli
5. M. Loumakou
6. Norashidah Hashim
7. I. Salisu
8. O. Fatoki

In Safety Research

1. Gökmen Arslan
2. Murat Yıldırım
3. Norashidah Hashim
4. I. Salisu

Citations in the corpus

• A Critical Review of Scales Used in Resilience Research (2017, background): “…Davies, Ulrichs, & Godfrey‐Wood, 2014) and it has becomes conspicuous in virtually all human endeavours and in different academic disciplines (Ledesma, 2014; Bhamra et al., 2011; Djalante, Holley, & Thomalla, 2011) such as individual and organisational psychology (Powley, 2009), supply…”
• Exploring the associations between resilience, dispositional hope, preventive behaviours, subjective well-being, and psychological health among adults during early stage of COVID-19 (2020, methodology): “Given the resilience frameworks available in the literature (e.g., compensatory and protective; Fergus & Zimmerman, 2005; Ledesma, 2014; Masten & Reed, 2015), resilience can serve as an important mediator.”
• Resilience and occupational well-being of secondary education teachers in Greece (2018, background): “This model operates indirectly to influence outcomes (O’Leary, 1998; Ledesma, 2014).”