ABSTRACT
This chapter provides evidence-based recommendations about how managers and leadership can reduce workplace stress and improve employee resilience. It also provides a readable synthesis of cutting-edge psychological resilience research for the purpose of giving managers practical strategies for supporting the resilience of their employees. Resilience describes the capacity to adapt effectively to life adversity with a short-lived downturn in functioning. Many managers have turned to resilience trainers to help workers cope with greater workplace demands. In contrast, if a manager responds to stressors as though they are nuisances or exhibit catastrophising, those that follow such an example may find their resilience eroded. Historical work in the area of resilience by Anne Masten and colleagues, observed that many children developed well despite significant risks, such as poverty or chronic abuse. The chapter also presents an overview of the key concepts discussed in this book.
