Crossover effects of Leader’s resilience: a multilevel mediation approach

Abstract

PurposeThis research tested the crossover effects of a leader’s resilience on followers’ outcomes via followers’ resilience.Design/methodology/approachSurvey data from 87 leaders with 309 followers, collected in two waves in China, were used to test the multilevel mediation hypotheses.FindingsThe results indicated that (1) resilience could transfer from the leader to followers, and (2) leader’s resilience could further contribute to alleviating followers’ job burnout, and prompt citizenship behaviors by enhancing followers’ resilience.Originality/valueThis study adopted a top-down perspective to test the crossover effects of resilience, thus expanding the resilience literature illustrating its distinct influential mechanism through a vertically interpersonal perspective.

Activating salesperson resilience during the COVID-19 crisis: The roles of employer event communication and customer demandingness

“…Last, in line with recent employee resilience studies ( Cooke, Wang, & Bartram, 2019 ; Fan et al, 2020 ; Kuntz et al, 2017 ; Malik & Garg, 2020 ), our research has applied the COR theory to shed light on the role of employer event communication as a source of social resources to activate deliberate rumination and inhibit intrusive rumination and in turn nurture salespersons' investment of their resources in resilience. Our findings provide further elaboration for the COR theory in that resources from a source (i.e., employer event communication) can be transferred to cognitive resources in employees (i.e., deliberate rumination), which they can invest in resilient growth.…”

“…In line with the view of the COR theory ( Hobfoll, 1989 ) as being related to human adaptation ( Hou et al, 2010 ) and resilience ( Cooke, Wang, & Bartram, 2019 ), our study will adopt this theory to cast light on how event communication from employer functions as a social resource to help salespeople grow resilient through the COVID-19 crisis. Prior studies have used the COR theory to elucidate the role of social support resources such as leader resilience ( Fan et al, 2020 ), supportive leadership ( Cooke, Wang, & Bartram, 2019 ), co-worker support ( Cooke, Wang, & Bartram, 2019 ; Kuntz et al, 2017 ), and learning organization ( Malik & Garg, 2020 ) in nurturing employee resilience.…”

Resiliencia organizacional: una revisión teórica de literatura

“…Lo anterior se sustenta con base en los resultados descriptivos, en los que se habla de manera reiterada sobre adaptación como parte de la resiliencia (Abukhait et al, 2020;Cooke et al, 2016), así como de flexibilidad (Abukhait et al, 2020;Bishop, 2019;Chunsheng et al, 2019;Cooke et al, 2016) y otras capacidades operativas, además del uso de recursos de diversos tipos, ya sean físicos, humanos o cognitivos (Ahmad et al, 2019;Bustinza et al, 2019;Chunsheng et al, 2019;Cooke et al, 2016;Bartram y Cooke, 2019;De Clercq, 2019;Djourova et al, 2020;Fan et al, 2020;Hartmann et al, 2021;Huang, Xing y Gamble, 2019;Iborra et al, 2019;Paul, Budhwar y Bamel, 2019) .…”

The Inhibitory Effect of Perceived Organizational Politics on Employee Voice Behavior: A Moderated Mediation Model

“…Internal resources refer to those "owned by employees themselves, " such as skills, optimism, and self-confidence. External resources refer to those "not owned by employees themselves, " such as social support and leadership (Hobfoll, 1989;Brouer et al, 2011;Fan et al, 2020). In this research, we conceptualize organizational embeddedness as an external resource and sense of impact as an internal resource.…”

“…For employees with a strong sense of impact, there are abundant internal resources, which improves resource pools, as they comprise the sum of internal resources and external resources (Hobfoll, 1989;Fan et al, 2020). Based on COR theory, employees will exhibit more voice behavior when they have relatively strong resource pools (i.e., strong sense of impact).…”