Menu Expand



Vakilzadeh, K., Eberl, P. Die Dunkle Seite der Führungsresilienz. Der Betriebswirt, 63(3), 137-147.
Vakilzadeh, Kijan and Eberl, Peter "Die Dunkle Seite der Führungsresilienz" Der Betriebswirt 63.3, 2022, 137-147.
Vakilzadeh, Kijan/Eberl, Peter (2022): Die Dunkle Seite der Führungsresilienz, in: Der Betriebswirt, vol. 63, iss. 3, 137-147, [online]


Die Dunkle Seite der Führungsresilienz

Vakilzadeh, Kijan | Eberl, Peter

Der Betriebswirt, Vol. 63 (2022), Iss. 3 : pp. 137–147

Additional Information

Article Details


Author Details

Kijan Vakilzadeh ist Doktorand und wissenschaftlicher Mitarbeiter am Lehrstuhl für Personalwirtschaft- und Organisationslehre, Fachbereich Wirtschaftswissenschaften an der Universität Kassel.

Peter Eberl ist seit 2008 Professor für Personalwirtschafts- und Organisationslehre an der Universität Kassel.


  1. Barton, M. A./Kahn, W. A. (2019): Group Resilience: The Place and Meaning of Relational Pauses. Organization Studies, 40(9): 1409–1429.  Google Scholar
  2. Brockner, J. (1992): The Escalation of Commitment to a Failing Course of Action: Toward Theoretical Progress. Academy of Management Review, 17(1).  Google Scholar
  3. Duchek, S. (2020): Organizational resilience: a capability-based conceptualization. Business Research, 13(1): 215–246.  Google Scholar
  4. Fan, W./Luo, Y./Cai, Y. C./Meng, H. (2020): Crossover effects of Leader’s resilience: a multilevel mediation approach. Journal of Managerial Psychology, 35(5): 375–389.  Google Scholar
  5. Fletcher, D./Sarkar, M. (2013): Psychological resilience: A review and critique of definitions, concepts, and theory. European Psychologist, 18(1): 12–23.  Google Scholar
  6. Gover, L./Duxbury, L. (2018): Inside the Onion: Understanding What Enhances and Inhibits Organizational Resilience. The Journal of Applied Behavioral Science, 54(4): 477–501.  Google Scholar
  7. Grant, A. M./Schwartz, B. (2011): Too much of a good thing: The challenge and opportunity of the inverted U. Perspectives on Psychological Science, 6(1): 61–76.  Google Scholar
  8. Hirsch, P. M./Levin, D. Z. (1999): Umbrella Advocates Versus Validity Police: A Life-Cycle Model. Organization Science, 10(2): 199–212.  Google Scholar
  9. Hobfoll, S. E. (1989): Conservation of resources. A new attempt at conceptualizing stress. American Psychologist, 44(3): 513–524.  Google Scholar
  10. James, E. H./Wooten, L. P./Dushek, K. (2011): Crisis management: Informing a new leadership research agenda. Academy of Management Annals, 5(1): 455–493.  Google Scholar
  11. Linnenluecke, M. K. (2017): Resilience in business and management research: A review of influential publications and a research agenda. International Journal of Management Reviews, 19(1): 4–30.  Google Scholar
  12. Maitlis, S./Christianson, M. (2014): Sensemaking in Organizations: Taking Stock and Moving Forward. Academy of Management Annals, 8(1): 57–125.  Google Scholar
  13. Sleesman, D. J. (2019): Pushing through the tension while stuck in the mud: Paradox mindset and escalation of commitment. Organizational Behavior and Human Decision Processes, 155: 83–96.  Google Scholar
  14. Statistisches Bundesamt: Pressemitteilung Nr. 061 vom 14. Februar 2022,, 30.05.2022, 2022.  Google Scholar
  15. Staw, B. M. (1981): The Escalation of Commitment To a Course of Action. Academy of Management Review, 6(4): 577–587.  Google Scholar
  16. Stoverink, A. C./Kirkman, B. L./Mistry, S./Rosen, B. (2020): Bouncing Back Together: Toward a Theoretical Model of Work Team Resilience. Academy of Management Review, 45(2): 395–422.  Google Scholar
  17. Sutcliffe, K. M./Vogus, T. J. (2003): Organizing for resilience. In: K. S. Cameron, J. E. Dutton & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline: 94–110. San-Francisco, CA: Berrett-Koehler Publishers.  Google Scholar
  18. Teo, W. L./Lee, M./Lim, W. S. (2017): The relational activation of resilience model: How leadership activates resilience in an organizational crisis. Journal of Contingencies and Crisis Management, 25(3): 136–147.  Google Scholar
  19. Vakilzadeh, K./Haase, A. (2021): The building blocks of organizational resilience: a review of the empirical literature. Continuity & Resilience Review, 3(1): 1–21.  Google Scholar
  20. Weick, K. E. (1993): The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster. Administrative Science Quarterly, 38(4): 628–652.  Google Scholar
  21. Weick, K. E./Roberts, K. H. (1993): Collective Mind in Organizations: Heedful Interrelating on Flight Decks. Administrative Science Quarterly, 38(3): 357–381.  Google Scholar
  22. Werner, E. E. (1989): High-risk children in young adulthood: A longitudinal study from birth to 32 years. American Journal of Orthopsychiatry, 59(1): 72–81.  Google Scholar
  23. Wildavsky, A. B. (1988): Searching for safety. New Brunswick, USA: Transaction Books.  Google Scholar
  24. Williams, T. A./Gruber, D. A./Sutcliffe, K. M./Shepherd, D. A./Zhao, E. Y. (2017): Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams. Academy of Management Annals, 11(2): 733–769.  Google Scholar


Previous research has addressed the question of how to increase the resilience of managers. Yet, it has largely neglected the fact that too much resilience can be associated with additional liabilities that affect an organization’s ability to cope successfully with adversity, i. e., organizational resilience. We seek to examine conceptually this potentially dark side of managers’ resilience. In doing so, we focus on three main liabilities associated with being too resilient on an individual level: 1) the inhibition of sensemaking, 2) an escalation of commitment to a falling course of action, and 3) the deliberate withdrawal from an organization’s attempts to cope with an adverse situation.

Table of Contents

Section Title Page Action Price
Kijan Vakilzadeh / Peter Eberl: Die Dunkle Seite der Führungsresilienz 137
Abstract 137
Zusammenfassung 137
Einführung 138
Resilienz – Eine Definition 139
Organisations- und Führungsresilienz 139
Die Dunkle Seite der Resilienz 141
Emotionen und Sensemaking 142
Eskalierendes Commitment 143
Absicherung eigener Ressourcen 144
Trainingsbezogene Interventionen 145
Schlusswort 145
Literatur 146