Resilience among non-profit leaders and staff is a cornerstone of organisational sustainability, psychological well-being, and mission integrity. This article conceptualises resilience as a multidimensional construct shaped by coping strategies, psychological resources, and organisational conditions. Using the Job Demands–Resources (JD-R) model, it analyses how resilience depends on balancing emotional and ethical demands with adequate supports such as autonomy, social connection, and professional development. Individual strategies like mindfulness, boundary-setting, and reflective practice form the behavioural base for adaptability, while psychological resources such as self-efficacy and optimism reinforce long-term engagement. Yet, the article critiques the overemphasis on personal responsibility, warning against “toxic positivity” that masks systemic inequities and leadership failures. A sustainable resilience framework, it argues, must integrate individual empowerment with organisational accountability—embedding well-being into governance, policy, and culture to ensure lasting mission performance in complex environments.
Anna Neya Kazanskaia (Wed,) studied this question.