Resilient Leadership & Team Outcomes: The Mediating Role of Well-Being & the Moderating Effect of Adhocracy Culture
1.
Laveena Dewani
– Ph D Scholar, Indian Institute of Management, Mumbai, India
2.
Sumi Jha
– Professor in Organization Behavior and Human Resource Management Department at the Indian Institute of Management, Mumbai, India
3.
Nikhil K Mehta
– Professor in Organization Behavior and Human Resource Management Department at the Indian Institute of Management, Mumbai, India
Received -
Accepted -
Published 15-Apr-2026
Abstract
The current study examines the relationship
between leader resilience, team
innovativeness and team effectiveness.
The study also examines the mediating
role of team well-being and investigates
the moderating role of adhocracy culture
in the above relationship. Quantitative
data was collected from 320 team
members and leaders from 28 Indian organizations.
The PROCESS macro was
used to analyze the mediation and moderation
effect. The results demonstrate
that leader resilience significantly and
positively influences team well-being and
team well-being positively impacts team
innovation and effectiveness. Moreover,
adhocracy culture moderates the above
mediating relationship. The study offers
a structural framework for understanding
how leader resilience and adhocracy
culture together contribute to well-being
and positive outcomes in an organization.
