Resilience, defined as the psychological capacity to adapt to stressful circumstances and to bounce back from adverse events, is a highly sought-after personality trait in the modern workplace. As Sheryl Sandberg and Adam Grant argue in their recent book, we can think of resilience as a sort of muscle that contracts during good times and expands during bad times.
Summary.
There is no doubt that resilience is a useful and highly-adaptive trait, especially in the face of traumatic events. However, it can be taken too far. For example, too much resilience could make people overly tolerant of adversity. At work, this can translate into putting up with boring or demoralizing jobs — and particularly bad bosses — for longer than needed. In addition, too much resilience can get in the way of leadership effectiveness and, by extension, team and organizational effectiveness. Multiple studies suggest that bold leaders are unaware of their limitations and overestimate their leadership capabilities and current performance, making them rigidly and delusionally resilient and closed off to information that could be imperative in fixing — or at least improving — behavioral weaknesses. While it may be reassuring for teams, organizations, and countries to select leaders on the basis of their resilience — who doesn’t want to be protected by a tough and strong leader? — such leaders are not necessarily always good for the group as a whole.