Everly George S, Smith Kenneth J, Lobo Rachel
The Johns Hopkins University School of Medicine, USA.
Department of Accounting and Legal Studies, Salisbury University, USA.
Int J Emerg Ment Health. 2013;15(2):123-8.
Political, economic, and social unrest and uncertainty seem replete throughout the world. Within the United States, political vitriol and economic volatility have led to severe economic restrictions. Both government and private sector organizations are being asked to do more with less. The specter of dramatic changes in healthcare creates a condition of uncertainty affecting budget allocations and hiring practices. If ever there was a time when a "resilient culture" was needed, it is now. In this paper we shall discuss the application of "tipping point" theory (Gladwell, 2000) operationalized through a special form of leadership: "resilient leadership" (Everly, Strouse, Everly, 2010). Resilient leadership is consistent with Gladwells "Law of the Few" and strives to create an organizational culture of resilience by implementing an initial change within no more than 20% of an organization's workforce. It is expected that such a minority, if chosen correctly, will "tip" the rest of the organization toward enhanced resilience, ideally creating a self-sustaining culture of resilience. This paper reports on the empirical foundations and construct validation of "resilient leadership".
政治、经济和社会动荡与不确定性似乎在全球随处可见。在美国国内，政治上的尖刻言辞和经济波动已导致了严格的经济限制。政府和私营部门组织都被要求用更少的资源做更多的事情。医疗保健领域的巨大变革前景造成了一种不确定性状况，影响着预算分配和招聘做法。如果说曾经有一个时期需要一种“韧性文化”，那就是现在。在本文中，我们将讨论“临界点”理论（格拉德威尔，2000年）的应用，该理论通过一种特殊形式的领导力来实施：“韧性领导力”（埃弗利、斯特劳斯、埃弗利，2010年）。韧性领导力与格拉德威尔的“少数法则”相一致，并通过在不超过组织20%的员工中实施初步变革，努力营造一种具有韧性的组织文化。预计这样一小部分人，如果选择得当，将使组织的其他成员“转向”更强的韧性，理想情况下创造一种自我维持的韧性文化。本文报告了“韧性领导力”的实证基础和结构验证情况。
