Resilience Building: A Necessary Leadership Competence

Hard economic times have hit the hypothetical Uptown Memorial Hospital. Declining patient volume and reductions in insurance reimbursement resulted in personnel changes in nearly every department and every patient care unit. Staff members of 4 North reflect these changes, with increased absenteeism, grumbling, and rumors of a corporate merger running rampant in the staff lounge. Seldom do staff members share laughter or even pleasantries. Although the staff members of 3 West are part of the same organization, these nurses have responded differently. Nearly everyone says they feel fortunate to have a job where they can make a difference in people's lives. Often the staff lounge contains cards or food to celebrate someone's birthday or other life event, and there's an attitude of “we're all in this together.” How is it that the same circumstances can produce such different results in two groups of people? What is it that enables some to thrive despite difficult events? Psychological resilience may be the answer. Some suggest that resilience building may serve to counteract burnout,1 reduce distress, improve overall well-being,2 and enhance engagement.3 Nurse leaders who can develop resilience in themselves and others are important assets for organizational survival in the future.