Fostering resilience: the impact of transformational leadership development on organizational commitment in NGOs amid crises

Purpose This study aims to investigate the underexplored connection between transformational leadership development, employee resilience and organizational commitment within non-governmental organizations operating in regions hit by crises in Lebanon. Design/methodology/approach Simple linear regression and mediation analyses were conducted to examine the relationships amongst transformational leadership development, employee resilience and organizational commitment. Findings The findings of the current study suggest that there are significant positive correlations between transformational leadership development, employee resilience and organizational commitment, especially in terms of affective and normative commitment. Furthermore, continuance commitment was not directly influenced by transformational leadership development, although it was indirectly impacted through employee resilience. Thus, this implies that employee resilience is a mediator in this relationship. Practical implications Organizations should prioritize leadership development programs that focus on transformational leadership behaviors. Incorporating resilience training into training and development practices equips employees to handle adversity effectively. This approach enhances individual well-being while also nurturing organizational commitment, as resilient employees tend to remain dedicated even during tough times. Social implications Improving employee resilience through transformational leadership development creates a more resilient society and thus has implications at the broader societal level. Resilient employees have the remarkable ability to transform adversity into positive outcomes. Their sense of control over challenging situations leads to the development of a strong sense of responsibility, determination and obligation toward their organization and the community. This can be particularly beneficial in areas experiencing instability, where resilient employees can play a key role in recovery and social cohesion. Originality/value While existing research has examined the connection between human resource development practices, particularly transformational leadership interventions and employee resilience, the interrelationship among transformational leadership development, employee resilience and organizational commitment remains underexplored. This study addresses this gap by exploring the mediating role of employee resilience in the relationship between transformational leadership development and organizational commitment during a crisis.