Leadership and Resilience

Frederick S. Southwick (), Brenda L. Martini (), Dennis S. Charney () and Steven M. Southwick ()
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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

Chapter 18 in Leadership Today, 2017, pp 315-333 from Springer

Abstract: 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.

Keywords: Team Member; Character Strength; Confirmation Bias; Effective Team; Individual Strength (search for similar items in EconPapers)
Date: 2017
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DOI: 10.1007/978-3-319-31036-7_18

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