Leadership Behaviors and Subordinate Resilience

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Employee resilience and leadership styles: The moderating role of proactive personality and optimism. (2016, background): “…at clarifying goals and expectations, fostering employee growth and participation, and providing support for work and non-work demands, there is limited empirical evidence to substantiate these assertions (Bardoel et al., 2014; Harland et al., 2004; King & Rothstein, 2010; Luthans & Avolio, 2003).”
Servant leadership and commitment to change, the mediating role of justice and optimism (2012, background): “An earlier leadership study (Harland et al., 2005) only included optimism as a control variable in the relation between leadership behaviors and subordinate resilience, our study clearly shows that for a better understanding of change processes, it is an essential factor in its own right.”
Adolescent Leadership Development (2009, background): “Along this vein, authentic leaders are positive leaders because they have hope, exhibit cogent psychological capital, and foster resilience in self and others (Avolio and Bass, 1999; Harland et al., 2005; Jensen and Luthans, 2006).”