Leaders, as important decision-makers, play a significant role in organizations. Especially in times when multiple crises affecting organizations are the rule rather than the exception, it is not surprising that there is growing interest in understanding and developing the resilience of leaders. Nevertheless, it is often unclear what is meant by leaders’ resilience and how it is defined. This article, therefore focusses on clarifying the term, or rather the construct, of leaders’ resilience by referring to findings of resilience research from psychology and in the work context. By explaining and defining a leader’s resilience, I hope to contribute to both theory and practice.