Lombardi, SaraCunha, Miguel Pina eGiustiniano, Luca2025-12-022025-12-022026-020278-4319PURE: 136775986PURE UUID: 12a52a73-e6c2-4186-94d0-b2d94e2cb57bScopus: 105022612965WOS: 001629170300005http://hdl.handle.net/10362/191406Funding Information: We acknowledge financial support under the National Recovery and Resilience Plan (NRRP), Mission 4, Component 2, Investment 1.1, Call for tender No. 104 published on 2.2.2022 by the Italian Ministry of University and Research (MUR), funded by the European Union \u2013 NextGenerationEU\u2013 Project Title ScENES \u2013 Solar ENergy Expansion Strategies \u2013 CUP H53D23004890006. Publisher Copyright: © 2025 The AuthorsWhile resilience is often framed as a positive capacity, this study highlights its potential controversial aspects. Building on the article published in International Journal of Hospitality Management by Lombardi et al. (2021) and framing resilience as a dynamic process, we investigate how hospitality leaders have crafted novel practices in the post-pandemic era. Drawing on qualitative data collected in Italy (in line with Lombardi et al., 2021) our findings highlight some unanticipated and counterintuitive outcomes of resilience and, in a novel way, reveal its hidden downsides, challenging its status as an unquestioned virtue. This study therefore contributes to organizational research on the unexpected side of resilience, offering critical insights into the long-term implications of adaptive leadership.1646895engHospitalityLeadershipQualitative researchResilienceUnwanted outcomesTourism, Leisure and Hospitality ManagementStrategy and Managementjournal article10.1016/j.ijhm.2025.104517https://www.scopus.com/pages/publications/105022612965