Dynamic Employee Resilience Model: Mediating Role of Employee Well-Being and Psychological Empowerment

Abstract

Rapid organizational disruption and digital transformation increasingly require adaptive workforce resilience. This study examines a dynamic employee resilience model by testing the effects of human-centered leadership (HCL) and learning-oriented culture (LOC) on employee resilience (ER), mediated by employee well-being (EWB) and psychological empowerment (PE). Using a cross-sectional quantitative approach, data were collected from 200 employees experiencing organizational transformation and analyzed using Structural Equation Modeling (SEM) with AMOS. The results show that HCL significantly enhances EWB, PE, and ER, while LOC significantly improves EWB and PE but has no direct effect on ER. Furthermore, EWB positively affects ER (β = 0.45, p < 0.01), whereas PE has a significant negative effect (β = −0.24, p < 0.05). These findings highlight psychological mechanisms in shaping resilience. Organizations should strengthen employee well-being and support empowerment with clear expectations, emotional support, and psychologically safe environments to foster sustainable workforce resilience.