This research explores leadership behaviors that foster employee resilience in the public sector, focusing on how these behaviors enable resilience. Resilience is defined as a set of behaviors that help individuals grow and develop in their jobs, even in the face of challenges. The study uses a mixed-method approach, involving five phases: a survey on paradoxical leadership and resilience, qualitative studies to identify leadership behaviors, development of a resilience-enabling leadership scale (RELS), validation of the scale, and testing its predictive power on resilience. Findings indicate that a combination of leadership behaviors promoting growth, trust, and collaboration is crucial for employee resilience. The RELS is an innovative tool that measures resilience-enabling leadership, reflecting a dynamic and context-sensitive model. The research highlights the importance of supportive environments and manager behaviors in fostering resilience, particularly in the public sector where challenges are dynamic and complex. The study contributes to organizational scholarship by providing a framework for understanding and measuring resilience-enabling leadership, emphasizing the need for adaptive and supportive leadership in developing resilient employees. The research also acknowledges the role of organizational support and the importance of context in shaping resilience. The findings suggest that effective leadership behaviors, combined with supportive organizational environments, are essential for developing resilient employees in the public sector. The study concludes that resilience is a developable capacity that requires ongoing engagement with personal, social, and contextual resources, and that leadership plays a critical role in enabling this process.This research explores leadership behaviors that foster employee resilience in the public sector, focusing on how these behaviors enable resilience. Resilience is defined as a set of behaviors that help individuals grow and develop in their jobs, even in the face of challenges. The study uses a mixed-method approach, involving five phases: a survey on paradoxical leadership and resilience, qualitative studies to identify leadership behaviors, development of a resilience-enabling leadership scale (RELS), validation of the scale, and testing its predictive power on resilience. Findings indicate that a combination of leadership behaviors promoting growth, trust, and collaboration is crucial for employee resilience. The RELS is an innovative tool that measures resilience-enabling leadership, reflecting a dynamic and context-sensitive model. The research highlights the importance of supportive environments and manager behaviors in fostering resilience, particularly in the public sector where challenges are dynamic and complex. The study contributes to organizational scholarship by providing a framework for understanding and measuring resilience-enabling leadership, emphasizing the need for adaptive and supportive leadership in developing resilient employees. The research also acknowledges the role of organizational support and the importance of context in shaping resilience. The findings suggest that effective leadership behaviors, combined with supportive organizational environments, are essential for developing resilient employees in the public sector. The study concludes that resilience is a developable capacity that requires ongoing engagement with personal, social, and contextual resources, and that leadership plays a critical role in enabling this process.