Abstract

This study explores how resilient leadership impacts employee resilience during crises, drawing from self-determination theory and substitute for leadership model. It establishes a conceptual model wherein resilient leadership influences employee resilience through mediators: felt responsibility, belief restoration, and calling, moderated by environmental dynamism. Surveying 67 tourism and hospitality firms yielded 2422 valid responses. Results indicate that resilient leadership positively affects employee resilience, mediated by felt responsibility, belief restoration, and calling. Environmental dynamism, a contextual factor, moderates resilient leadership effectiveness, showing an inverted U-shaped pattern—initially strengthening followed by weakening. This research reveals the psychological pathways connecting resilient leadership with employee resilience and elucidates environmental dynamism’s role in substituting resilient leadership’s impact, guiding development of resilience-focused leadership strategies for tourism and hospitality firms.

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