Date of Conferral
Research intentionally addressing how leadership attributes and behaviors collectively contributed to the socioecological perspective of organizational resilience were not found. This is a problem for organizations who must hire without benefit of how a collective leadership effect might influence their psychological capital. The purpose of this study was to explore whether or not self-efficacy, psychological empowerment, personal resilience, and leadership style were associated with or predicted organizational resilience among clinical managers in an academic medical center setting. Metatheory of resilience and resiliency was used to frame the study. A quantitative correlational design was used. Self-reported data was collected via the Leader Efficacy Questionnaire, Psychological Empowerment Instrument, Connor and Davidson's Resilience Scale, Multifactor Leadership Questionnaire, and Workplace Resilience Instrument. Intellectual stimulation (rs .480, Ï? .432, p = .00), personal resilience (rs .483, Ï? .465, p = .00), and self-efficacy (rs .522, Ï? .462, p = .00) had the highest statistical correlations to organizational resilience. Negative predictor effects were found for personal resilience and idealized attributes ascribed to self-oriented versus other-oriented resilience qualities, x2(2) = 50.70, p < .01, and p < .05 respectively. Resilience is important for organizational survival and adaptation to the external and internal forces of change. Resilient organizations with available reserves can collaborate with community leaders to optimize the social, environmental, and economic determinants of health foundational for community resilience and positive social change.