Leading With Hope When Hope Feels Lost: An Evidence-Based Framework for Resilient Leadership, by Jonathan H. Westover PhD
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Leading With Hope When Hope Feels Lost: An Evidence-Based Framework for Resilient Leadership, by Jonathan H. Westover PhD
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Abstract: Leaders across sectors increasingly report difficulty sustaining hope amid accelerating crises, information overload, and fractured social trust. This article synthesizes psychological research on hope theory with organizational scholarship on sensemaking and leadership to offer evidence-based strategies for cultivating and communicating hope during prolonged uncertainty. Drawing on Snyder's hope theory, recent multidimensional models of hope, and research on adaptive leadership, we examine why hope feels uniquely challenging in contemporary organizational contexts and outline six practical domains—cognitive, affective, behavioral, social, spiritual/existential, and developmental—through which leaders can strengthen their own hope and foster collective resilience. Case examples from healthcare, technology, education, and manufacturing illustrate how organizations sustain hope through transparent communication, distributed sensemaking, and deliberately designed moments of collective efficacy. The article concludes that hope is not merely an emotional state to be recovered but a dynamic, relational capacity that leaders can intentionally practice and amplify, even—and especially—when it feels most elusive.