Leaders have to overcome numerous challenges, from shifting conditions in the workplace to the multiple crises that today’s society face. Considering the importance of leaders’ resilience for both leaders and their employees, teams, and organizations, leaders need to not only be resilient but also lead in resilient ways. Because the theoretical understanding of resilience in the context of leadership remains vague, we developed a comprehensive theoretical framework of resilience in the leadership context. With that framework, we make four major contributions. First, we distinguish the resilience of leaders and resilient leadership, a distinction not made in previous research. Second, we develop a theoretically precise conceptualization of leaders’ resilience, whereby we differentiate between leaders’ resilience as an outcome and leaders’ resilience as a process. Third, by showing how resilience is defined in the leadership context, we additionally contribute to the differentiation of resilience from other constructs. Fourth, to provide a theoretical understanding of resilience in the leadership context, we also shed light on theories that have been used to refine that understanding.