Understanding leadership resilience: bridging individual and organisational dynamics

Purpose This study aims to explore factors influencing leadership resilience using the Job Demands–Resource (JD-R) Theory, focusing on technostress and HRM practices. Design/methodology/approach A qualitative study with 16 interviews was conducted with leaders from IT, financial, educational, banking and entertainment sectors in India. Thematic analysis was applied. Findings Technostress challenges leadership resilience, but HRM practices such as training, emotional support and flexible work arrangements help leaders cope. Practical implications It is imperative that organisations safeguard against the occurrence of distress because of factors that influence eustress (such as technostress, time pressures and skill demands). It is crucial that organisations provide job resources such as training, participation, involvement and performance-based compensation to enable their leaders and employees to flourish. Supervisors and co-workers need to promote a supportive culture in which employees are encouraged to achieve a sense of organisational support from their supervisors. Moreover, the organisations may consider personal resources like emotional intelligence, optimism and self-efficacy as the possible human capital for employment as these personality factors support necessary resilience for working in uncertain business environment. Originality/value Integrating technostress into the JD-R framework, this study highlights how HRM strategies enhance leadership resilience across industries in India.