What the study found
Adaptive leadership was associated with higher hope and employee resilience, and with lower change-related uncertainty.
Why the authors say this matters
The authors conclude that the study helps explain how resilience can be built through adaptive leadership during organizational change, and that it offers actionable practices for leaders.
What the researchers tested
The researchers examined the relationship between adaptive leadership, employee resilience, hope, and change-related uncertainty. They surveyed 382 Chinese employees online and analyzed the responses using Partial Least Squares Structural Equation Modeling (PLS-SEM).
What worked and what didn't
Adaptive leadership contributed to building hope and employee resilience while reducing change-related uncertainty. The mediation test showed that hope partially mediated the relationship between adaptive leadership and employee resilience.
What to keep in mind
The abstract does not describe detailed limitations. The study is based on an online survey of Chinese employees, so the summary here is limited to that sample and design.
Key points
- Adaptive leadership was linked with greater hope.
- Adaptive leadership was linked with greater employee resilience.
- Adaptive leadership was linked with lower change-related uncertainty.
- Hope partially mediated the relationship between adaptive leadership and employee resilience.
- The study used an online survey of 382 Chinese employees and PLS-SEM analysis.
Disclosure
- Research title:
- Adaptive leadership is linked to employee resilience and hope
- Publication date:
- 2026-02-27
- OpenAlex record:
- View
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