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Building Resilience at Work: A Practical Framework for Leaders

Article in Journal of Leadership Studies · August 2022

DOI: 10.1002/jls.21814

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 S Y M P O S I U M

BUILDING RESILIENCE
AT W O R K : A P R A C T I C A L
­F R A M E W O R K F O R L E A D E R S

KATHRYN MCEWEN

Working For Resilience, Adelaide, Australia

The construct of resilience has become increasingly important given workplace trends in high
pressure, frequent change and uncertainty. Leaders have a multi-faceted role in resilience-building
within organisations. They need to personally invest in the resources that build their own resilience
in order to both mitigate against personal burnout and overtly demonstrate resilience to followers.
At the same time they need to foster resilience in the teams they lead. Emerging priorities for leaders
are explored through the framework of the Resilience at Work Individual Scale, including the need
for alignment of personal role modeling with current levels of team functioning. To date, most focus
on resilience has been at the individual level, both for leaders and employees. The concept of team
resilience is new and emerging, as is the leaders role in developing this. Principles for creating resil-
ient team cultures and leader responsibilities within this are explored through the Resilience at Work
Team Scale. The components of this scale are related to common demands experienced by teams
postpandemic. Furthermore, the inter-relationship between employee resilience and the creation of
resilient organisations is discussed and identified as an area for future research.

Organizations are looking to the concept of resilience as ority across all industry sectors on both organizational
a means of navigating turbulence and staying viable in and employee resilience. For leaders, personal resilience
complex and uncertain working environments (Robert- is now often listed as an essential core competency,
son et al., 2015). The pandemic has served to highlight although there is inconsistency on what this includes.
trends that were already emerging, placing a clear pri- Most research and practice in employee resilience has

Correspondence: Kathryn McEwen, Working For Resilience, Adelaide, Australia. E-mail: [email protected]

JOURNAL OF LEADERSHIP STUDIES, Volume 16, Number 2, 2022

© 2022 University of Phoenix.
View this article online at wileyonlinelibrary.com • DOI:10.1002/jls.21814 1
 S Y M P O S I U M

been at the individual level (Vanhove et al., 2016), ience through aligning the individual, team and leader
exploring aspects such as self-­care (Kunzler et al., 2020), behaviors needed to sustain performance and health in
mindfulness (Pérez-­Fuentes et al., 2020), flow (Csik- the context of specific work challenges. The approach
szentmihalyi, 1999), and flexible thinking (Liu et recognizes that sustainable cultural change requires a
al., 2020). Less attention has been placed on collective systemic approach (Molineux, 2013). The principles
(team) resilience and the interplay of employee actions behind the design of the R@W Scales are that work
with strategies important in building resilient organiza- resilience is a dynamic state; can be developed with
tions. The current article explores the role leaders play conscious effort; acts as a protective factor for burnout;
in creating work climates that foster team, and subse- is enabled through availability and willingness to
quently, organizational resilience. access organizational resources; requires a coping and
Leadership, especially in times of change and uncer- strengths-­based focus; is present and future focused and
tainty is demanding. Investing in personal resilience can requires the capacity to positively respond to everyday
promote a level of psychological and physical wellbe- work challenges as well as major setbacks.
ing that mitigates against burnout and enables optimal
performance (Foerster & Duchek, 2017). Beyond the Personal Resilience through the Leader
benefits of personal resilience, a leader’s actions can Lens
directly influence work culture (Harland et al., 2005) Leaders need to invest in their personal resilience to
with their behavior supporting, or detracting from, the manage the demanding roles in which they find them-
resilience of the teams they lead (Tsai, 2011). Explored selves. The R@W Individual Scale has been designed
here is the multi-­faceted nature of a leader’s role which specifically for the workplace and comprises seven
includes investing in personal and team resilience, and components that create personal resilience at work.
through the investment, enhancing the organization’s It takes a holistic approach—­considering the physi-
capacity to recover from and thrive after shock. cal, cognitive, emotional, and spiritual (meaning and
Discussion on the employee aspect of resilience is purpose) aspects of resilience. Described in Table 1,
framed around the Resilience at Work (R@W) Toolkit leader investment in these components are designed
(McEwen, 2018), a set of integrated scales comprising to help mitigate burnout and provide role modeling
the R@W Individual Scale (Winwood et al., 2013), of self-­management to those with which they work.
R@W Team Scale (McEwen & Boyd, 2018), and In summary, the R@W components involve working
R@W Leader Scale (Mann et al., 2021). The R@W towards alignment with purpose and values; having a
Toolkit is designed to systemically build work resil- sense of belonging; engaging in effective recovery and

Table 1 Resilience at Work Scale Individual Components

Resilience at work individual scale
Living authentically Knowing and holding onto personal values, deploying strengths, and having a good
level of emotional awareness and regulation.
Finding your calling Seeking work that has purpose, having a sense of belonging, and alignment with one’s
core values and beliefs.
Maintaining perspective Having the capacity to reframe setbacks, maintain a solution-­focus, and manage
negativity.
Mastering stress Employing work and life routines that help manage everyday stressors, maintain work-­
life balance, and ensure time for relaxation.
Interacting cooperatively Seeking feedback, advice and support, and providing support to others.
Staying healthy Maintaining a good level of physical fitness and a healthy diet.
Building networks Developing and maintaining personal support networks.

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reset activities; work-­life integration; having a flexible focus and perspective without becoming disillusioned
mindset; investing in physical health; developing key or overwhelmed. This positive affect can impact on
supportive relationships; seeking feedback and asking team member resilience (Sommer et al., 2016). Realistic
for support where needed. optimism and role modeling solution focused problem
In addition to personal investment in their resilience, solving (Dierolf et al., 2009) helps build resilience and
leaders need to be conscious of how the strategies used a sense of hope in uncertainty. Too much positivity and
show up for their team. Misalignment has the potential optimism without consideration of the risk or context
to have a negative impact (McEwen, 2016b). As an has the potential to de-­motivate teams.
example, in relation to the component “living authen- Leaders demonstrate the component of “interacting
tically,” a values conflict has the potential to damage co-­operatively” through showing vulnerability, reaching
team resilience and engagement. Values such as care, out and checking in on others. It also involves being
compassion, vulnerability, transparency and integrity open to asking and acting on feedback. These elements
are more expected of leaders post pandemic. In times of build psychological safety and are important to team
change and uncertainty, communicating clear purpose effectiveness (Edmondson, 2018). Finally, networks
and linking teams firmly to the “why” behind the work and relationships build resilience (Cooper et al., 2013).
is important. Leaders also need to develop a strong con- Leaders can assist their teams link into the supports
nection and shared identity within their teams. The ele- needed. During the pandemic this has often extended
ments of purpose and belonging are part of the “finding to emotional, family, and technological support.
your purpose” component of R@W. At a personal level,
if the leader is not clear and aligned with the broader Building Team Resilience
organization around purpose, such misalignment can Interest in the construct of team resilience is new and
be perceived as a lack of authenticity with their team emerging (Hartwig et al., 2020., Chapman et al., 2020)
and is counter to effective leadership. and includes differentiating it from related concepts
In what is being described as an “always on culture” such as team adaptability (Stoverink et al., 2020).
with less work-­home boundaries, overt investment Researched measures useful for workplace application
in recovery, rest, breaks, and better work-­life balance are scant (Hartmann et al., 2020). Team resilience is
promotes others to take advantage of organizational defined here as “the capacity of a group of employees to
supports and policies. When leaders create space to collectively manage the everyday pressure of work and
discuss self-­care and track it, they validate its impor- remain healthy; to adapt to change and to be proactive
tance. These areas are incorporated in the “mastering in positioning for future challenges.” (McEwen, 2016a,
stress” component. Closely related to this is “staying p. 14). The R@W Team Scale is guided by this definition
healthy” which is consideration of energy levels. Here and was designed as a development instrument. It draws
leaders need to attend to diet, exercise, and sleep to on elements traditionally identified as important to team
manage work demands while being mindful of the effectiveness such as shared purpose, goals, and values
impact of high energy on those who may be struggling. (Katzenbach & Smith, 1993), builds on individual resil-
There is potential for team-­leader misalignment around ience behaviors (R@W Individual Scale) and includes
expected work activity levels when people are fatigued factors that have become more important in workplaces
and feel there is no appreciation of this by a leader who such as being resourceful, innovative, and attending to
is displaying much higher energy levels and expecta- wellbeing. Its seven components and their descriptors
tions. are listed in Table 2. The premise underlying the R@W
For leaders, “maintaining perspective” involves dis- Team Scale is that collective leadership promotes inclu-
playing positive energy and mental flexibility. It involves siveness, support, and mutual accountability, which in
being able to reframe negative events and maintain turn facilitates sustainable change (Hawkins, 2021). The
clarity around their circle of influence. On a personal current article focuses on how leaders act to support
level, this cognitive ability allows leaders to maintain teams as teams collectively build resilience.

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Table 2 Resilience at Work Team Scale Components and Descriptors

Resilience at work team scale
Robust Having shared purpose, meaning, and goals. Being adaptable to
Solid intention with agility change and proactive when issues arise for the team.
Resourceful Harnessing team member strengths and resources against
Optimizing resources and processes priorities and building a culture of continuous improvement.
Perseverance Persisting in the face of obstacles and having a solution, rather
Persisting despite setbacks than a problem, focus.
Self-­care Promoting and deploying good stress management routines
Ensuring sustainable performance and supporting life–­work integration.
Capability Continually building capacity through accessing the networks,
Delivering in a changing landscape supports and advice needed.
Connected Being co-­operative and supportive with each other and with the
Having a sense of belonging team in a way that creates cultural and psychological safety.
Alignment Aligning to create the desired outcomes. Being optimistic,
Sharing motivation for success noticing progress and celebrating success.

Emerging organizational trends and how these (Wigert, 2021). Leaders can assist teams in sharing
inform leader strategies for each of the seven R@W and optimizing resources within and across teams.
Team Scale components are explored below: At a team level this can involve leveraging the talent
and strengths of team members (Peterson, 2006);
• Robust: The component “robust” relates to keeping
job crafting (Tims et al., 2013); and clearing work
the core elements of group effectiveness such as pur-
priorities and deployment of resources for collective
pose, values, and goal alignment intact while adapt-
organizational effectiveness (versus siloed owner-
ing to change. In times of turbulence, leaders need
ship or competition). Creativity and openness to
respond to market changes while ensuring these
improvement require leaders to create a psychologi-
elements are not compromised. With greater public cally safe work environment with clear expectations,
scrutiny of organizational values, leaders must both inclusiveness, and capacity to take risks (Edmond-
demonstrate accepted values such as transparency, son, 2018). It also means ensuring that it is safe to
as well as address values conflict within teams. experiment and fail. Innovation cannot be achieved
In addition, complexity and instability in work- without risk and the leader sets the appetite for this
places requires a shared understanding and linkage in their response to both ideas and failure. Struc-
to purpose by leaders (Hawkins & Turner, 2019). turing reflection time is helpful as this creates space
Styles such as transformational (Gooty et al., 2009) for the continuous learning and development inher-
and authentic leadership align well here (Cooper ent in resilient organizations.
et al., 2013). Balancing stability with disruption is • Perseverance: Persistence and grit (Ceschi et al.,
influenced by a leader’s conservative or risk-­taking 2021) have been associated with individual resil-
style and the team’s experience of, and appetite for, ience. Captured here under the component “perse-
change. Disruption requires consideration of team verance,” a leader needs to encourage persistence in
energy levels in order to mitigate change fatigue. a way that does not over-­ride self-­compassion and
• Resourceful: This component links to growing expec- vulnerability. At a group level, perseverance can
tations in recent decades to do more with less. With be developed through embedding problem-­solving
job resources such as staffing, equipment, and fund- practices following setbacks; solution-­focused
ing declining, concurrent with stakeholder demands communication and collective decision-­making.
increasing, levels of stress and burnout are rising As problems increase in complexity, purposeful

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collective decision-­making is needed, as opposed to and response to, changing stakeholder and operating
decision-­making by leaders alone (Hawkins, 2021). environment needs (Hawkins, 2021).
Developing an environment where change and • Connected: The linkage between belonging and resil-
adversity are seen as part of organizational life and ience is well established (Linley & Joseph, 2004).
addressed as positive challenges, rather than unnec- As organizations move to hybrid work practices
essary hindrances, assists here. How a leader talks and contract labor, strategies to address physical
about problems and moves the team quickly into disconnection have become more in focus (Wigert
problem solving mode is important. & Robison, 2021). The component “connected”
• Culture of self-­care: The pandemic has placed a relates to team members feeling a sense of belonging
spotlight on self-­care and work-­life integration. and shared identity. This is enabled through support
The “always on” culture, lack of work-­life bound- and co-­operation to get the work done as well as a
aries and additional work activity, have created a sense of care for each other.
spike in work-­related stress and less time for recov- • Alignment: Optimism and positivity is related to
ery (Wigert & Robison, 2021). Building on the resilience (Gloria & Steinhardt, 2016; Peterson,
R@W Individual components of “staying healthy” 2006) and integrated into this component. It
and “mastering stress” this component emphasizes includes ensuring alignment around desired team
discussion and group agreement on aspects such outcomes, noticing progress, and celebrating suc-
as stress management routines; work-­life bound- cess. The need for realistic optimism, with honesty
aries; attention to early signs of not coping and joint and transparency around the bad news, was high-
understanding of what creates sustainable perfor- lighted during the pandemic. Other risk factors
mance. Included here is also exploration of work- here are leader and team member ego or self-­interest
place stressors. A key leader role is to assist the team that may provide an obstacle to collective success.
to identify factors that create unnecessary stress that
While the current article has focused on leader
are within the team’s influence to change—­such
actions, team effectiveness also affects leader resilience.
as unwieldy processes or “busy” work. Ensuring
All parts of the organizational system interact dynam-
collective identification and discussion of so called
ically influencing resilience levels. This suggest that
“hindrance” factors helps.
investment in team resilience may enhance leadership
• Capability: Effective teams have the right talent and
capability and indicates an area for future research.
skills (Hackman, 1990). When the demands of the
working environment are dynamic, teams must
re-­assess capability more frequently. From a prac- The Linkage to Organizational Resilience
tical viewpoint, leaders can build internal capabil- Parallel to employee resilience is emerging interest in
ity through developing individual growth plans the concept of organizational resilience. It has been
and implementing processes for cross skilling and defined by Denyer (2017) as “the ability of an organi-
knowledge sharing. Creating the right balance zation to anticipate, prepare for, respond and adapt to
between pressure and growth is a key component. Too incremental change and sudden disruptions in order
much stretch can create a sense of overwhelm, while to survive and prosper.” In workplaces this area has
too little removes the opportunity for development traditionally been the domain of professionals working
that derives from adversity. The leadership challenge is in risk management, cyber security, crisis manage-
to recognize where balance sits for their people while ment, and occupational health and safety, with direct
ensuring equity in work allocation. External capability linkage to employee resilience being limited. For the
is built through developing networks that support the most part, research in the two areas has been separate.
team within and beyond the organization. Traditional Denyer (2017) identified four ways of thinking about
internal-­focused team development becomes limiting organizational resilience including: preventative con-
here as a systemic lens requires a clear knowledge of, trol (defensive consistency), mindful action (defensive

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 S Y M P O S I U M

flexibility), performance optimization (progressive con- Finally, the “shaping advantage” relates to the
sistency) and adaptive innovation (progressive flexi- R@W Team component of “alignment” and involves
bility). Denver suggested that organizational resilience optimism and a shared new vision of success. It also
requires proactive leaders and a culture that is adaptive includes clarity of purpose and goals (robust). Building
and able to rebound from adversity more strengthened on the systemic approach outlined in the current article,
and resourceful. Thus, the implication for leaders is to there is scope to better integrate research in the broader
role model and encourage flexible thinking; ensure the domain of organizational resilience with that of team
currency of team member skills and create an environ- and leader resilience (Walumbwa et al., 2010). The
ment that balances innovation with time for recovery. interplay between these areas is fundamental to under-
Shmul et al. (2022) described how resilient organi- standing how organizations respond to, and capitalize
zations develop four advantages that enable them to on, past and emerging pressures and setbacks. Each
outperform competitors over time after a crisis. These level is mutually reinforcing and less effective without
involve anticipatory advantage (being able to recognize the other. In conclusion, the anticipated continued
and prepare for potential threats); cushioning advan- workplace trends of volatility and complexity indi-
tage (the ability to withstand the shock); adaptation cate that investment in resilience will continue to be
advantage (capacity to identify and swiftly implement a workplace priority, with leaders having a substantial
actions needed to restore operations), and shaping multi-­faceted role and responsibility in developing it.
advantage (exploiting the dynamics of the industry Validated frameworks and measures that align leader,
in the post-­shock environment). If these advantages team, and organizational actions will be of value in sup-
are linked to the R@W Team components, it could porting the process.
be postulated that “anticipatory advantage” involves
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