This study aims to examine the role of human resources in fostering organisational resilience within Sri Lankan state universities by translating leadership influence into behavioural and cultural capabilities amid persistent uncertainty and institutional constraints.
Survey data from administrative professionals are analysed using partial least squares structural equation modelling to examine the relationships among transformational leadership, organisational citizenship behaviour, adhocracy culture and organisational resilience.
The results show that transformational leadership does not directly enhance organisational resilience. Instead, its impact is mediated by organisational citizenship behaviour and supportive cultural conditions. Organisational citizenship behaviour serves as a central behavioural mechanism, especially in uncertain contexts, while adhocracy culture encourages discretionary employee engagement.
The findings offer practical guidance for human resource leaders to prioritise culture and behaviour-based strategies that embed organisational resilience in daily work practices.
This study advances understanding of organisational resilience by demonstrating that leadership effects in state universities are realised through behavioural and cultural pathways rather than through direct influence.
