Call for Papers (Special Issue)

Title: Resilience and Grit among Managers and Leaders

Please find the TEMPLATE HERE.

     Resilience (sometimes related to hardiness and grit) is something that we often talk about when referring to managers and leaders that have successfully dealt with conflict and crisis in their organizations. But questions still surround the concepts. Is it a trait? Can it be learned? Does it really affect decision making and managing people?

     Bonanno (2004) defined resilience as “… the ability of adults in otherwise normal circumstances who are exposed to an isolated and potentially highly disruptive event such as the death of a close relation or a violent or life-threatening situation to maintain relatively stable, health levels of psychological and physical functioning .. as well as the capacity for generative experiences and positive emotions” (p. 20-21). In 2005, he stated that resilience is poorly understood. Funk and Houston (1987, p. 572) defined a hardy individual to have three characteristics: (1) “commitment – a general sense of purpose or meaning;” (2) “challenge – see change not as a burden but as a normal aspect of life;” and (3) “control – feel that they can influence life events.” In other words, those who are hardy have less illness because they control the way that they think about stressful situations. This opinion is supported by Crum, Salovey, and Achor (2013) who called it a stress mindset, stating that the “… stress mindset can be conceptualized as the extent wo which one holds the believe that stress has enhancing properties (stress-is-enhancing mindset) as opposed to stress-is-debilitating mindset” (p. 716).

     Literature on these concepts are available primarily in psychology, and most research indicates that they allow people to cope with the stress of decision making by keeping them healthy (Kobasa, 1979; Kobasa, 1979; Kobasa, 1982; Kobasa, Maddi, & Kahn, 1982; Kobasa & Puccetti, Personality and social resources in stress resistance, 1983). More recently, Woodard (2004) investigated the role of courage in hardiness, finding that there was no predictive relationship, but also suggested that the instrument used to measure courage did not measure the construct in relation to hardiness. Maddi, Brow, Khoshaba, and Vaitkus (2006) found that hardiness has a more positive relationship with coping and social support and a larger negative relationship with depression and anger than does religiousness. Some of the weakness of this research was the measure of religiousness, however. Bonanno, Galea, Bucciarelli, and Vlahov (2007) found that resilience was predicted by age, gender, race/ ethnicity, education, level of trauma exposure, income change, social support, frequency of chronic disease, and recent and past life stressors.

     We invite submissions that provide theoretical or empirical contributions to a broad range of related topics. The following list is not exhaustive:

   * Management and/or leadership crises and resilience, hardiness, and/or grit

   * Meaning of resilience, hardiness, and/or grit in workplace conflict

   * Corporate structures that support or discourage workplace resilience, hardiness, and/or grit

   * Formation and functioning of social networks that support or discourage workplace resilience, hardiness, and/or grit

   * Social demographics and workplace resilience, hardiness, and/or grit.

     Contributors are highly encouraged to come up with research that improves understanding of the issues and solutions of these concepts. We value different methodologies and suggest that potential authors think of this Special Issue as an outlet for the forward-thinking discussion.

Submission Process

     Papers submitted must not have been published, accepted for publication, or presently be under consideration for publication in other academic journals. The deadline for manuscript submission is October 31, 2020 but earlier submissions are appreciated. The length of a manuscript should not exceed 20 double-spaced letter (or A4) pages (including references and appendices) typed in Times New Roman 12pt font with 1-inch (25 mm) margins on all sides. Please see the JMTI Special Issue template for more details.

     Manuscripts for this Special Issue must be submitted at and follow the author guidelines ( indicate in the cover letter that you are targeting the Special Issue.

     All submissions will go through the JMTI regular double-blind review process following standard norms and procedures. For more information about this call for papers, please contact Karen Moustafa Leonard, Guest Editor-in-Chief of the special issue (, or Rong Zhang, JMTI Editor-in-Chief (

About the Guest Editor-in-Chief of the Special Issue

     Dr. Karen Moustafa Leonard is an educator, scholar, and writer with a broad educational background and diverse global experience in organizational behavior. She earned her Ph.D. from University of Memphis (Tennessee, USA) and is Full Professor at the University of Arkansas Little Rock College of Business. Previously, she worked for enterprises in administrative and management/leadership roles. Her academic activities include teaching advanced graduate and undergraduate courses in management to allow understanding of the working environment at home and abroad. She is the author of multiple peer reviewed papers, national and international presentations, and a book, Performance Leadership. Her research addresses functions and dysfunctions within organizations, locally and globally.


Bonnano, G. A. (2004). Loss, trauma, and human resilience: Have we underestimated the human capacity to thrive after extremely aversive events? American Psychologist, 59, 20-28.

Bonnano, G. A. (2005). Resilience in the face of potential trauma. Current Directions in Psychological Science, 14, 135-138.

Bonnano, G. A., Galea, S., Bucciarelli, A., & Vlahov, D. (2007). What predicts psychological resilience after disaster? The role of demographics, resources, and life stress. Journal of Consulting and Clinical Psychology, 75(5), 671-682.

Crum, A. J., Salovey, P., & Achor, S. (2013). Rethinking stress: The role of mindsets in determining the stress mindset. Journal of Personality and Social Psychology, 104(4), 716-733.

Funk, S. C., & Houston, B. K. (1987). A critical analysis of the hardiness scale's validity and utility. Journal of Personality and Social Psychology, 53(3), 572-578.

Kobasa, S. C. (1979). Personality and resistance to illness. American Journal of Community Psychology, 7, 413-423.

Kobasa, S. C. (1979). Stressful life events, personality, and health: An inquiry into hardiness. Journal of Personality and Social Psychology, 37, 1-11.

Kobasa, S. C. (1982). Commitment and coping in stress resistance among lawyers. Journal of Personality and Social Psychology, 42, 707-717.

Kobasa, S. C., & Puccetti, M. C. (1983). Personality and social resources in stress resistance. Journal of Personality and Social Psychology, 45, 839-850.

Kobasa, S. C., Maddi, S. R., & Kahn, S. (1982). Hardiness and health: A prospective study. Journal of Personality and Social Psychology, 42, 168-177.

Maddi, S. R., Brow, M., Khoshaba, D. M., & Vaitkus, M. (2006). Relationship of hardiness and religiousness to depression and anger. Consulting Psychologists Journal: Practice and Research, 58(3), 148-161.

Woodard, C. R. (2004). Hardiness and the concept of courage. Consulting Psychologists Journal: Practice and Research, 56(3), 173-185.