Resilience in the Workplace Today's business environment is facing more stressful situations than ever before. Organizations are faced with many decisions that can throw their employees into chaos and even make them less productive. Especially if the organization must downsize to survive in today's economy. One factor that promises some support to help businesses overcome this adversity is the presence of resilient employees. There are many different definitions of resilience, but they all rely on the same underlying principle. The definition that will be discussed in this article is that of Luthans (cited in Youssef & Luthans, 2007, p. 778) who defined resilience as “the developable capacity to bounce back or bounce back from adversity, conflict and failure or even positive events. , progress and increased responsibility. Resilience is not just genetic, but there is evidence that it may be teachable (Winwood, Colon, Psych, McEwen, & Psych, 2013, p. 1205). These data have been supported by other researchers. Wilson and Ferch (Wilson & Ferch, 2005, p. 45) supported this data by asserting that resilience is enhanced by caring relationships among employees. Resilience has multiple components. Winwood et al. (Winwood et al., 2013, p. 1207) identified seven components of resilience that they measured in their studies as follows: living authentically, finding one's calling, maintaining one's perspective, managing stress, interacting in an cooperative, stay healthy and build networks. These are not the only elements of resilience. Flach (cited in Wilson & Ferch, 2005, p. 48) identified multiple facets of resilience, but five of them were discussed... middle of article...... which could be extremely damaging to an organization. over time, especially during difficult economic times. There are some flaws in the research studies. None of the research studies examined how leadership or management positions could help increase the resilience of employees in their organization. However, Wilson and Ferch mentioned how caring relationships build resilience within the organization (Wilson and Ferch, 2005, p. 46). Another element that merits further examination is the lasting effect of employee resilience within an organization. Winwood et al. mentioned in their research that a longitudinal study should be conducted to predict long-term effects on employee well-being and health, as well as to develop specific interventions aimed at making employees more resilient (Winwood and al., 2013). , p.p.. 1211-1212).