Building Individual Resilience in Non-Profit Leaders and Staff
Author: Dr. Anna Neya Kazanskaia
Publisher: NEYA Global Publishing
Article | NEYA Global Journal of Non-Profit Studies
Year: 2025
ORCID: https://orcid.org/0009-0009-5669-1676
DOI: https://doi.org/10.64357/neya-gjnps-rslpsstrldtm-04
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About the Article
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.
Key Topics
- Resilience in leadership and staff well-being
- Coping strategies and reflective practice
- Job Demands–Resources (JD-R) model
- Organisational support systems
- Toxic positivity and ethical responsibility
- Occupational health and sustainability
Suggested Citation
Kazanskaia, A. N. (2025). Building Individual Resilience in Non-Profit Leaders and Staff. NEYA Global Journal of Non-Profit Studies. NEYA Global Publishing. https://doi.org/10.64357/neya-gjnps-rslpsstrldtm-04
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