A dearth in research exists related to how collective leadership attributes and behaviors might impact psychological capital. The purpose of this study was to explore whether or not self-efficacy, psychological empowerment, personal resilience, and leadership style were associated with or predicted organizational resilience. Met theory of resilience and resiliency framed the study. A quantitative correlational design was used. The Leader Efficacy Questionnaire, Psychological Empowerment Instrument, Connor and Davidson's Resilience Scale, Multifactor Leadership Questionnaire, and Workplace Resilience Instrument were used to collect data from frontline leaders. Intellectual stimulation (rs.480, ?.432, p = .00), personal resilience (rs.483, ?.465, p = .00), and self-efficacy (rs.522, ?.462, p = .00) had the highest statistical correlations to organizational resilience. Negative predictor effects were found for personal resilience and idealized attributes that were ascribed to self-oriented versus other-oriented resilience qualities,x2(2) = 50.70, p < .01, and p< .05 respectively.