Beyond visionary leadership: how human resources can enable organisational resilience through culture and citizenship behaviour in Sri Lankan state universities

Purpose This study aims to examine the role of human resources in fostering organisational resilience within Sri Lankan state universities by translating leadership influence into behavioural and cultural capabilities amid persistent uncertainty and institutional constraints. Design/methodology/approach Survey data from administrative professionals are analysed using partial least squares structural equation modelling to examine the relationships among transformational leadership, organisational citizenship behaviour, adhocracy culture and organisational resilience. Findings The results show that transformational leadership does not directly enhance organisational resilience. Instead, its impact is mediated by organisational citizenship behaviour and supportive cultural conditions. Organisational citizenship behaviour serves as a central behavioural mechanism, especially in uncertain contexts, while adhocracy culture encourages discretionary employee engagement. Practical implications The findings offer practical guidance for human resource leaders to prioritise culture and behaviour-based strategies that embed organisational resilience in daily work practices. Originality/value This study advances understanding of organisational resilience by demonstrating that leadership effects in state universities are realised through behavioural and cultural pathways rather than through direct influence.