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Interest in psychological resilience has grown rapidly in the last couple of decades (Britt, Sinclair, & McFadden, 2016; King & Rothstein, 2010; Youssef & Luthans, 2007). Psychological resilience occurs when a person can “recover, re-bound, bounce-back, adjust or even thrive” in the face of adversity (Garcia-Dia, DiNapoli, Garcia-Ona, Jakubowski, & O’flaherty, 2013, p. 264). As such, resilience can be conceptualized as a state-like and malleable construct that can be enhanced in response to stressful events (Kossek & Perrigino, 2016). It incorporates a dynamic process by which individuals use protective factors (internal and external) to positively adapt to stress over time (Luthar, Cicchetti, & Becker, 2000; Rutter, 1987). Building on the dual-pathway model of resilience, we integrate adaptive and proactive coping to the resilience development process and add a heretofore unexamined perspective to the ways in which resilience changes over time. We propose that resilience development trajectories differ depending on the type of adversity or stress experienced in combination with the use of adaptive and proactive coping. We outline the need for future longitudinal studies to examine these relationships and the implications for developing resilience interventions in the workplace.

This cross-sectional online survey in Oman in April 2021 aimed to assess university students' resilience, stress levels and meaning during the COVID-19 pandemic and identify characteristic profiles.

A cross-sectional survey design was used to collect data from full-time students at one University in Oman. Outcomes included sociodemographic information, the brief resilience scale, the perceived stress scale-4 and the meaning in life questionnaire to explore the students' profiles.

A total of 964 students participated (response rate = 34.8%), of which 35% had low resilience scores. The average perceived stress, presence of meaning in life and search for meaning in life scores were 7.9 ± 2.3, 24.2 ± 6.9 and 24.9 ± 7.7, respectively. Cluster analysis identified three groups: low-risk and fewer impacts (cluster A, n = 503, 523%), moderate-risk and moderate impacts (cluster B, n = 160, 16.6%) and high-risk and more impacts (cluster C, n = 301, 31.2%). Cluster C students experienced more psychological problems and were at high risk during the pandemic.

The respondents' honesty is a possible error that could influence the results. Low response rates limit its generalizability, and cause-effect relationships among mental health outcomes cannot be discerned.

This study identified three distinct groups of students, each with different levels of severity in their health problems. There is an increased need for education and counseling to support students during this period, and university management should focus on implementing personal precautionary measures and providing high-tech, user-friendly platforms for students to enhance their learning.

These findings suggest that tailored strategies should be developed to address the unique psychological needs of each group. The study provides important information for university management to understand the pandemic's psychological impact on students and develop effective interventions to support their well-being.

The purpose of this study was to examine the influence of socio-cognitive mindfulness on resilience, stress and thriving among middle managers in higher education at two separate periods during the COVID-19 pandemic. In Study 1, the authors examined how socio-cognitive mindfulness predicted perceived stress and whether the relationship between mindfulness and perceived stress was mediated by resilience. In Study 2, the authors replicated the first study and further hypothesized that the link between mindfulness and thriving was also mediated by resilience.

The authors conducted cross-sectional correlational studies to test the hypotheses using data from 163 middle managers in higher education early in the pandemic in Study 1 and 204 middle managers a year later in Study 2.

Study 1 findings showed socio-cognitive mindfulness predicted perceived stress, and that resilience fully mediated this relationship. In Study 2, socio-cognitive mindfulness did not predict perceived stress, but it did predict thriving, and that relationship was fully mediated by resilience.

This research is the first to address how socio-cognitive mindfulness directly impacts perceived stress and thriving and its impact through building resilience. To date, few studies have focused on stress in higher education middle managers or addressed the importance of building socio-cognitive mindfulness and resilience to thrive amid ongoing challenges. Implications of the pandemic's influence on the results are also addressed.

Nowadays, communication practitioners are well-equipped with all kinds of skills and competencies. Nevertheless, those capabilities seem not to prevent professionals from stress and burnout. Stress resilience, i.e. the ability to deal with high demands at work, to cope with and recover from stress, seems to be a missing competence. This study sheds light on this important, but barely discussed aspect of communication management.

A qualitative approach was applied to understand sources of stress and to identify opportunities to build stress resilience competence. Therefore, 40 in-depth interviews with senior leaders and young professionals in 30 agencies in the largest countries on two continents were conducted (United States vs Germany).

This study revealed common and threat drivers of stress. Overall, the work environment can be summarised as highly demanding and multifaceted, where stress resilience might be a useful competence to have to be successful and to be protected against negative stress outcomes such as burnout. The study identifies several reasons why resilient professionals are more successful in coping with stress. It is further shown that most communication agencies in the sample have already implemented programmes to increase employees' resilience.

This study offers an alternative view on the much-debated future of work by using an interdisciplinary approach and large-scale, qualitative insights from the agency environment. A novel concept is introduced that can stimulate further research.

The purpose of this study is to examine the experience of stress by national corporate security managers in the United Kingdom and how they manage it.

A qualitative approach was adopted where in-depth semi-structured one-to-one interviews with 22 male participants were conducted as the method of data collection. This was analysed using hybrid thematic analysis.

Three overarching themes were elicited, namely: “Resilience”, “Synergy” and “Work/life balance”. The outcome showed that stress management by security managers is moulded by an interaction of various facets, with an emphasis on “resilience” having 66% of content occurrence, a factor which complements and enriches the job demand–control-support (JDCS) theoretical framework (Johnson and Hall, 1988).

The paper argues the importance of the interaction between resilience and the dimensions of the JDCS. The research indicates the interaction is important in how practitioners can develop interventions in reducing stress in the workplace.

This research outcome implies that employees in managerial positions should be provided with resilience assessment and training to enhance their job effectiveness and well-being. Resilience needs to be recognised as an important trainable skill and stress management training should emphasise the enhancement of resilience.

This type of qualitative investigation on the lived experiences of stress management and how this affected one's resilience's in a high-stress industry is innovative as past research is mostly quantitative.

The COVID-19 pandemic intensifies the high turnover rate in the restaurant industry. Applying the conservation of resources (COR) theory, this study aims to examine the factors influencing US restaurant frontline employees’ organizational and occupational turnover intention with an emphasis on the three-way interactions between job stress, fear of COVID-19 (FC) and resilience.

A sample of 243 US restaurant frontline employees participated in this study. PROCESS macro was used for hypothesis testing.

Organizational turnover intention fully mediated the relationship between job stress and restaurant employees’ occupational turnover intention. FC intensified the positive relationship between job stress and organizational turnover intentions. Job stress, FC and resilience interacted to affect restaurant frontline employees’ organizational turnover intention such that when resilience is high, FC strengthened the positive relationship between job stress and organizational turnover intention, and the indirect effect of job stress on occupational turnover intention via organizational turnover intention.

Restaurants should take measures to reduce frontline employees’ fear and continue implementing practices to alleviate job stress during a crisis to reduce employees’ turnover intentions. Training on building employee resilience could also be provided by restaurant operators.

This study added to the limited knowledge of factors that are associated with restaurant employees’ organizational and occupational turnover intentions in the context of a global crisis and expanded the current knowledge of how fear and resilience may impact restaurant employees’ behavioral intentions.

The purpose of this paper is to examine the potential counteracting influence of individual resilience levels on the tendency of role stressors, stress arousal and burnout to reduce job satisfaction and increase turnover intentions.

This study surveys 332 auditors from the offices of nine public accounting firms. The structural equations modeling procedures examine an expanded role stress model to assess the nature and extent of the role that resilience plays in reducing stress, burnout, job dissatisfaction and turnover intentions.

Resilience has a significant direct negative association with stress arousal and burnout, a significant indirect positive association with job satisfaction and a significant indirect negative association with turnover intentions.

As a cross-sectional study that incorporates self-report instruments, no definitive statements can be made about causality. However, the results extend the extant knowledge related of the role of resilience as a coping mechanism within the role stress paradigm in auditor work settings.

This study’s findings suggest the potential value of resilience training programs at public accounting firms to reduce staff burnout. In turn, reduced burnout has an increased likelihood ceteris paribus of increasing job satisfaction and reducing auditor turnover intentions.

This study’s findings suggest that resilience training for public accounting staff to reduce burnout may provide the organizational and personal benefits associated with enhancing job satisfaction and decreasing turnover intentions.

COVID-19 forced organizations to implement protective measures changing how employees worked; however, empirical evidence is needed to explore how employees responded. This study examines the impact of COVID-19-related organizational changes in Singapore on employees’ perceptions of work pressure, stress and mental well-being (MWB) and the mediating role of resilience.

This study used a cross-sectional, anonymous online survey of 157 full-time employees who had worked for at least one year.

The results found that work pressure and stress had increased, and MWB had declined. Resilience acted as a buffer against increases in work pressure and stress while promoting the maintenance of MWB. Resilience significantly mediated the relationship between stress and MWB.

The study does not allow for an assessment of causality but infers possible, albeit probable, casual relationships. Furthermore, stress and well-being could be influenced by a multitude of factors beyond organizational change. Future research should seek to account for additional factors and establish the generalisability of the findings beyond Singapore.

This study supports the engagement of resilience-based interventions to improve employees’ MWB during pandemic related organizational change.

Policies that promote work-life balance, positive interpersonal relations and staying connected are some of the ways employers can bolster MWB and work-life balance to support employees who are engaged in remote work.

Given the unique context of COVID-19, this study allows for a better understanding of how a novel worldwide pandemic has transformed employees' experience of work and its associated impacts.

The purpose of this study is to investigate racial differences in the moderating role of factors linked with resilience on the relationship between economic stress and happiness for Black and White residents of the USA.

Secondary data were downloaded from the World Values Survey Wave 7 for adult respondents living in the USA. The entire sample of respondents who self-identified as belonging to the Black race (n = 209) was statistically matched (based on sex – 50% male and average age – 39 years) with a similarly sized random sample of respondents who self-identified as belonging to the White race (n = 217).

The results suggest that economic stress had the potential to trigger a resilience response. However, the protective factors in the resilience process differed by race of the respondent. The relationship between economic stress and perceptions of neighborhood safety was conditional on level of control for the White sample. The relationship between economic stress and happiness for the Black sample was conditional on the importance of faith.

The study was able to demonstrate the importance of race-based contextual differences in the roles of faith and control in the resilience process. The findings also increase the understanding of how life circumstances and individual characteristics, including race, impact happiness and how much or little resilience may play a part in the achievement of happiness.

This study aims to analyze the relationships between leader resilience, leadership style, stress and life satisfaction. It reflects an emerging theoretical framework that positions resilience as a capacity that can be developed vs a response mechanism driven by innate traits.

To test three research hypotheses, online survey data were collected from 101 E.M.B.A. alumni of a US-based university using a cross-sectional, correlational research design. The results were analyzed using multiple linear regression. The authors assessed resilience, leadership style, stress and satisfaction/well-being using standardized inventories.

The results support previous research that has identified a significant relationship between resilience and positive leadership. Unique to this study, however, is the finding that work process behaviors (e.g. time management, cooperation, receptiveness) rather than traits (e.g. optimism, self-esteem, locus of control) are the resilience factors most associated with a positive leadership style. Work process skills significantly interacted with stress level to moderate leadership style. Additionally, a positive leadership style moderated the impact of stressful life events on leader satisfaction/well-being.

Key limitations are sample size and the risk of common method variance. Though numerous procedural steps were taken to control for these issues, future research with a larger and more diverse sample is needed.

Organizational stress is pervasive, and resilience is increasingly recognized as a foundational leadership skill. This study provides empirical data documenting positive relationships between resilience, constructive leadership and leader satisfaction/well-being. This research also identifies work process behaviors (e.g. time management, cooperation and receptiveness) as the primary resiliency factors associated with sustaining positive leadership behaviors in times of stress. These results support previous research findings that have positioned resiliency as a capacity that can be developed, providing further support for investing in resiliency training for leaders.

This research contributes to the literature by analyzing resilience more comprehensively than previous studies. It extends the theoretical understanding of resilience beyond traits using an 160-item inventory that assesses four discrete domains of resilience. The results provide support for the importance of developing process skills in leaders to increase resiliency; thus, increasing the probability, they will model constructive leadership behaviors in times of significant stress.