**3. Individual innovative behavior**

Youssef, and Avolio [11] called it "recover and go beyond." This means that the individual, apart from recovering from an adverse situation, is able to return with an exceptional level of performance, which is higher than its normal performance level. **Figure 1** explains this process. It shows that performance level of 5 was normal during periods between moments 1 to 4. In the period between moments 4 and 5, the emergence of problems involves the consequent decrease in the performance to level of 1, and then radically increases the work effort. This effort does not stop at the level of routine operational performance, but it goes further: instead of again reaching 5 the normal level of execution, operations are now performed with benefits until level 8. It notes that the figures used in this graph are chosen randomly and do not have any statistical background; it is simply an illustration of the effect of "recovery and

The factor resilience (RL) is, then, an important factor for positive thinking and productive behavior, especially in times of difficulty and change. Luthans, Youssef, and Avolio [11] established that in this highly competitive, unpredictable, risky, and globalized world, resilience is becoming an important requirement at the level of the individual, the leader, and the

Masten [82] found that there is a particular asset, which may contribute to greater resilience. These are cognitive skills, temperament, positive self-perception, faith, a positive attitude in life, emotional stability and self-regulation, a sense of humor and draw attention, i.e., the "attractiveness." Also, to increase resilience, are very important relationships; in this sense, Masten [82] highlights the importance of the care given to adults, effective parenting, the couple pro-social and regulatory standards, and collective effectiveness in the community,

In the literature, resilience has been studied from the perspective of the development of clinicaland psychological subjects, especially in post-traumatic recovery and adaptation [11].

Luthans, Youssef, and Avolio [11] have found some ways to improve the resilience in organi-

However, resilience is now also studying from the organizational point of view.

which give the individual the strength to "recover" the difficulty.

zations. These can be focused on assets, the risk, or the process.

**Figure 1.** Representation of resilience: "recover and go beyond".

beyond."

172 Leadership

organization.

In a competitive global environment, characterized by being both intense and dynamic, the development of new products and processes is increasingly becoming a key aspect of competition. Companies that enter the market faster and more efficiently than their competitors do so by offering products that closely meet the needs and expectations of their target consumers, thus significantly improving their competitive standing [12–15].

Innovation is acknowledged as a source of competitive advantage and thus the success of the company. Similarly, different empirical studies have provided evidence of the positive effect of innovation on the company's performance in terms of profitability, growth, and effectiveness [25, 26]. Companies need to innovate in their quest for both long-term survival and competitive advantage [16, 17].

Innovative work behavior (IWB) can be defined as the set of all individual actions aimed at the. generation, introduction, and application of some beneficial innovation at any level of the organization [84]. Gebert [18] defines innovation as an organization's capacity to improve its products or processes and to exploit the innovative potential and highlights the significance of the innovative initiatives of employees as an important element of organizational innovation, beyond great technological advances.

IWB is also related to the organizational culture, as it can create commitment among the members of an organization in terms of establishing innovation as an organizational value and accepting the common norms related to innovation within the organization [27]. Some studies indicate, e.g., that so-called high-performance practices facilitate knowledge management and information exchange [28]. Various human resource practices that are aligned to promote learning are also associated with a higher level of organizational innovation [29] and organizational commitment [58, 85–87].
