The Resilience Trilogy Summary

Resilient Leaders

Group Consensus

Retired U.S. Army Major General, Robert Dees’ book, The Resilience Trilogy: Resilient Leaders discusses the role and making of a buoyant leader who approaches every aspect of life with irrepressible commitment, courage, and steadfastness. Chapters one and two respectively discuss the robust nature of leadership engagement and the durable foundation of personal integrity and character. Subsequently, the three most important concepts of these chapters are resilience through tribulation, competence in risk management, and the character of selfless leadership.

Three Concepts

Resilience through Tribulation

Without difficulty, there would be no need for leadership; however, complexities are a natural element

within every life experience; Major General Dees (2013) resolutely reiterates this reality “Leaders will have tribulation” (p. 40)). Consequently, in the intensity of the friction lies opportunities for a leader to learn, grow, and mature, as Dees (2013) states “Despite the inclination to hide, leaders must use crises as a ‘teachable moment’ for themselves and others which accelerates learning, trust, and systematic improvements” (p. 44). The mental and emotional disciplines of positivity and self-restraint are essential characteristics for tribulation to produce internal resilience. Leaders can consistently do the right thing for the right reasons and still face trouble; adversity can reveal true character and become the leaders’ defining moment. A true leader will transform a negative situation into a learning opportunity for stakeholders and subordinates (Dees, 2013, pp. 41-44).

Competence in Risk Management
A comprehensive and preventative aspect of resilient leadership, risk management focuses on monitoring, managing, and eliminating adverse potentials. It deals with identifying hazards and the application of controls to mitigate the potential risk (Dees, 2013, p. 51). A learned, not innate characteristic, competence in risk management is an indispensable proficiency that comes with tenured leadership exemplified through varied abilities and skills equivalent to the leaders’ position (Dees, 2013, 52-53). Anticipatory and strategic, Risk management demands well trained, intellectual understanding and positional competence because it, “…is a mindset…” (Dees, 2013, p. 52). Competence in risk management equals a proven, resilient leader who is trustworthy and exhibits excellence in virtuous decision making, “Leadership virtue is signaled before a risk event by the process of risk management” (Campbell, 2015, p. 125).
The Character of Selflessness
Great and capable leaders are not born, but formed through experience, over time, facing personal vulnerabilities and weaknesses which blend and define character as “a combination of virtues, personality traits and values that enable excellence” (Seijts, Crossan, & Carleton, 2017, p. 30). Extraordinary leaders continually embrace the need to increase their level of competence and learn about themselves through self-evaluation, self-determination, and self-awareness assessing experiences and personal motivations, thus “Leaders who choose self-reflection as a method of heightening awareness on self and others can be considered reflective leaders” (Bleich, 2015). Additionally, Reginald Ugaddan and Sung Park (2016), who suggest motivations as a constructive leadership stimulant “… reveal that the quality of…leadership is positively related to PSM [public service motivation] and employee engagement” (para. 3). Vital leadership demands that a leader persistently focus his efforts on the best interests of the stakeholders; in so doing, the lessons learned through adversity can engender in the leader positive change, deeper understanding, resilient fortitude, and abiding growth. Conversely, egotistical, and selfish motivations are the current downfalls of most leaders (Brookes, 2014, 200-216). The character of selfless leadership infuses a leaders’ focus and resilience. People strive to mimic the actions of a selfless leader. Morale and personal integrity should resonate with every Christian, “A resilient leader is one who demonstrates over time, selfless service from a platform of character and competence” (Dees, n.d., 4:34).
Strategies

Biblical Integration
The Apostle Paul, a noted resilient leader, writes to a young pastor, Timothy, about his need for personal resilience in tribulation,
2.

Thou therefore, my son, be strong in the grace that is in Christ Jesus.

2. and the things that thou hast heard of me among many witnesses, the same commit thou to faithful men, who shall be able to teach others also.

3. Thou therefore endure hardness, as a good soldier of Jesus Christ.

4. No man that warreth entangleth himself with the affairs of this life; that he may please him who hath chosen him to be a soldier.

5. And if a man also strives for masteries, yet is he not crowned, except he strive lawfully. 2 Timothy 2-5 (King James Version).

Pauls’ admonitions resonate the message of Dees’ trilogy, Resilient Leaders. Paul speaks to Timothy concerning leadership and perseverance, and remaining strong in faith when leading men, because the Apostle knew, great men when walking as a resilient leader have a following. This is in keeping with Liborius (2014) who states “especially in times of crisis and instability… leaders need willing followers, and followers need those leaders who are worthy of being followed.” (Liborius, 2014, p. 350). The resilience of morale and personal integrity should resonate with and inspire Christians, “A resilient leader is one who demonstrates over time, selfless service from a platform of character and competence” (Dees, n.d.,

4:34).
Conclusion

References
Bleich, M.

R. (2015). Defining moments in leadership character development. The Journal of Continuing Education in Nursing, 46(6), 247-249. doi:http://dx.doi.org.ezproxy.liberty.edu/10.3928/00220124-20150518-14

Brookes, S. (2014). Is selfless leadership an impossible ideal for public leaders? The

International Journal of Leadership in Public Services, 10(4), 200-216. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1633961276?accountid=12085 Resiliency-N.Akies.docx (24.503 KB)

Campbell, K. A. (2015). Can effective risk management signal virtue-based leadership? Journal of Business Ethics, 129(1),115130.doi:http://dx.doi.org.ezproxy.liberty.edu/10.1007/s10551-014-2129-4

Dees, R.F. (2013) Resilient leaders: San Diego, CA: Creative Team Publishing

Dees, R. (n.d.) Presentation: Introduction to resilient leaders [video file]. Retrieved from https;//liberty.edu

Kumar, S. S. (2014). Leadership crisis and its prevention. Advances in Management, 7(9), 44-46. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1560336520?accountid=12085

Liborius, P. (2014). Who Is Worthy of Being Followed? The impact of leaders’ character and

the
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Seijts, G., Crossan, M., & Carleton, E. (2017). Embedding leader character into HR practices to achieve sustained excellence ISSN:0951-3558 Organizational Dynamics, 46(1), 30. doi:10.1016/j.orgdyn.2017.02.001
Ugaddal, Reginald, G.; Park, Sung, M. (2016) Quality leadership and public service, International Journal of Public Sector Management, Vol. 30 Issue 3, pp. 270-285, Retreived from https://doi-org.ezoaoxy.liberty.edu/10.1108/IJPSM-08-2016-0133-
Won Jun, Kwak, Hwa-Kyung, K., Servant leadership and customer service at Quality at Korean hotels: multilevel organizational citizenship behavior as a mediator, Behavior and Personality: An international journal, Vol. 43 Issue 8, p. 1287, Retrieved from https://doi-org.ezproxy.liberty.edu/10.1108/IJ