In these turbulent times, we propose the importance of developing the psychological capital dimension of resiliency. After providing the theoretical background and meaning of psychological capital in general and resiliency in particular, the authors present proactive and reactive human resource development (HRD) strategies for its development. The proactive HRD includes increasing psychological assets, decreasing risk factors, and facilitating processes that allow human resources to enhance their resilience. The reactive HRD largely draws from a broaden-and-build model of positive emotions and self-enhancement, external attribution, and hardiness. The article includes specific guidelines for HRD applications and an agenda for future needed research.

This study investigates the relationship between authentic leadership, trust, positive psychological capital (PsyCap), and performance at the group level of analysis. Data were collected from a small Midwestern chain of retail clothing stores, a context in which the needs for both authentic leadership and a positive sales staff are integral to the firm's performance. Constructs were aggregated to the store (group) level to test relationships between perceptions of authentic leadership, trust in management, positive psychological capital, and performance. Trust in management was found to mediate the relationship between PsyCap and performance and to partially mediate the relationship between authentic leadership and performance. Future discussions and implications are discussed.

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Despite the preponderance of research concerning creativity and ethical leadership, the possibility of why and how a leader's ethical behaviour may stimulate follower creativity has not been examined. Employing an online experimental design, we applied a virtue ethics framework to examine associations between subordinates' perceptions of their leader's integrity and their intention to think creatively and to engage in risk taking. Subordinates' perceptions of their leader's behavioural integrity positively predicted their sense of psychological safety. Moreover, psychological safety positively predicted followers' intention to think creatively and to take risks. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd. JEL Classification: M12Keywords: virtues, behavioural integrity, ethical leadership, creativity, psychological safety Résumé Malgré le grand nombre de recherches consacrées à la créativité et au leadership éthique, la question de savoir comment et pourquoi le comportement éthique du leader stimulerait la créativité de ceux qui le suivent n'a pas retenu l'attention des chercheurs. À partir d'une conception expérimentale en ligne, nous avons utilisé le cadre de la vertu éthique pour examiner le lien entre les perceptions que les subordonnés ont de l'intégrité de leur leader et leur intention de penser de façon critique et de prendre des risques. L'étude montre que les perceptions que les subordonnés ont de l'intégrité comportementale de leur leader prédisent positivement leur sens de sécurité psychologique. Par ailleurs, la sécurité psychologique prédit positivement les intentions des suiveurs de penser de façon critique et de prendre des risques.