Leadership resilience is something that is accrued through experience. Becoming resilient necessarily involves the negative side of leadership and is one in which the leader often manifests symptoms of work‐induced stress. When in this space, the leader often feels isolated, and the voice of the leader is quietened as few leaders are able to say they are afraid. This case study provides insight into one leader's journey, during which he was able to find his voice. In so doing he developed a sense of coherence, which enabled the leadership episode to become part of a broader narrative. The process was facilitated through a coaching relationship, one in which a resilience and Salutogenic model/process and interpretative phenomenological analysis was utilised.
Part of the book: Contemporary Leadership Challenges