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Leadership and Resilience

In: Leadership Today

Author

Listed:
  • Frederick S. Southwick

    (University of Florida)

  • Brenda L. Martini

    (National Center for PTSD, VA Connecticut Healthcare System, Yale School of Medicine)

  • Dennis S. Charney

    (Icahn School of Medicine at Mount Sinai, Mount Sinai Health System)

  • Steven M. Southwick

    (National Center for PTSD, VA Connecticut Healthcare System, Yale School of Medicine)

Abstract

Resilience can be defined as the ability to regain balance following exposure to an adverse event or events. Resilience is not an end state of being, but rather a process of adaptation and growth within a risky landscape. A resilient organization not only survives, but also thrives in an environment of change and uncertainty. Strong leadership that promotes cohesive and interdependent teams is a critical component of a resilient organization. Organizational resilience evolves over time as management and teams adhere to the mission and to the core values of the organization. What are the dimensions of resilience and why do some leaders and organizations adapt and sometimes grow even stronger following crisis? The answer is complex and multifaceted, involving numerous domains and mediating factors. In this chapter, we discuss the construct of resilience, its mediating factors and some of its most important psychological, biological, and social domains. We relate these factors to individual resilience, how they foster resilient leadership and contribute to resilient organizations.

Suggested Citation

  • Frederick S. Southwick & Brenda L. Martini & Dennis S. Charney & Steven M. Southwick, 2017. "Leadership and Resilience," Springer Texts in Business and Economics, in: Joan Marques & Satinder Dhiman (ed.), Leadership Today, chapter 18, pages 315-333, Springer.
    • Handle: RePEc:spr:sptchp:978-3-319-31036-7_18
    DOI: 10.1007/978-3-319-31036-7_18
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    Cited by:

    1. Stephanie Duchek, 2018. "Entrepreneurial resilience: a biographical analysis of successful entrepreneurs," International Entrepreneurship and Management Journal, Springer, vol. 14(2), pages 429-455, June.
    2. Nicolas Remond, 2024. "Leadership autocratique et résilience organisationnelle : les leçons de la série Succession face aux crises," Post-Print hal-04519430, HAL.

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