Resilient leadership and the organizational culture of resilience: Construct validation

George S. Everly, Kenneth J. Smith, Rachel Lobo

Research output: Contribution to journalArticlepeer-review

7 Scopus citations


Political, economic, and social unrest and uncertainty seem replete throughout the world. Within the United States, political vitriol and economic volatility have led to severe economic restrictions. Both government and private sector organizations are being asked to do more with less. The specter of dramatic changes in healthcare creates a condition of uncertainty affecting budget allocations and hiring practices. If ever there was a time when a "resilient culture" was needed, it is now. In this paper we shall discuss the application of "tipping point" theory (Gladwell, 2000) operationalized through a special form of leadership: "resilient leadership" (Everly, Strouse, Everly, 2010). Resilient leadership is consistent with Gladwell's "Law of the Few" and strives to create an organizational culture of resilience by implementing an initial change within no more than 20% of an organization's workforce. It is expected that such a minority, if chosen correctly, will "tip" the rest of the organization toward enhanced resilience, ideally creating a self-sustaining culture of resilience. This paper reports on the empirical foundations and construct validation of "resilient leadership."

Original languageEnglish (US)
Pages (from-to)123-128
Number of pages6
JournalInternational journal of emergency mental health
Issue number2
StatePublished - Dec 30 2013


  • Crisis leadership
  • Culture of resilience
  • Leadership
  • Resilience
  • Resilient leadership

ASJC Scopus subject areas

  • Psychiatry and Mental health


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