The purpose of this paper is to address the increasing need for organizations to find the point of initiating resilience at a faster pace in a world that is experiencing an increase in the tempo of disruptions. Leading resilience is proposed as the path to finding the point of resilience. Leading resilience would be a tool to be pulled from the toolbox and utilized daily. It should not sit in a box with a label that states, break the seal only in an emergency.

This paper was developed from a grounded theory research study and the study was informed by strong structuration theory. The grounded theory study promoted the gathering of significant literature and the collection of data through an intensive interview process. The interview process was developed with semi-structured questions to promote the free-flowing responses that provide deep and relevant responses.

The findings established several keys to moving forward. Trust and integrity are critical needs for leaders and organizations. The desire to find a path to resilience is something that organizations find at the top of wants. The effort to develop agility and resilience will be a daily effort. Leaders must learn from the past and develop a plan to improve future behaviors.

Leading resilience is a day-to-day effort that organizations are willing to embrace; the generation of agility provides a valid path to resilience. The practice of developing organization stability is something that leaders will take on, as the disruptions continue to erupt from known and unknown sources.

This paper provides the background for the new contribution on reaching the initiating point for resilience; daily leading resilience develops a stronger and agile organization.