Resilient Leadership Construction from the Organizational Climate DOI:

Abstract

In the current context, Venezuelan organizations face environments marked by economic instability and social uncertainty, which directly impact employee well-being and organizational productivity. The purpose of this study was to interpret resilient leadership within the context of the organizational climate at the technological company Data Power Dear, C.A. This research was conducted within the interpretive paradigm, using the autoethnographic method, with a qualitative approach, an evocative autobiographical narrative design, and a cross-sectional study. The population consisted of five social actors with more than five years of experience in the company: two leaders or managers, two employees, and an intermediate supervisor. Data collection employed in-depth interviews, participant observation, documentary analysis, and a reflective journal as the primary instrument. Data analysis was conducted through open thematic coding, methodological triangulation, and validation sessions with the participants. The results showed that resilient leadership was manifested through practices such as emotional support, empathic communication, error tolerance, and the promotion of innovation, which strengthened group cohesion and a sense of belonging. The discussions indicated that these practices not only humanized management but also drove organizational transformation. It was concluded that resilient leadership represented a dynamic element of the organizational climate, generating favorable conditions for talent retention, productivity, and institutional sustainability in adverse contexts.