<![CDATA[Grassroots political party administrators interact directly with the public while carrying out organizational responsibilities in environments characterized by political pressure, public scrutiny, competing interests, and rapidly changing social dynamics. These conditions require not only technical and political competence but also psychological resources that enable administrators to remain confident and adaptive in fulfilling their roles. This study examined the relationship between resilience and self-confidence among political party administrators at the sub-district and urban-village levels in East Jakarta. A quantitative, non-experimental, cross-sectional design was employed using a census approach. Of the 200 administrators in the target population, data from 178 eligible respondents were analyzed. Resilience was measured using the 25-item Connor–Davidson Resilience Scale (CD-RISC-25), whereas self-confidence was assessed using a 20-item Self-Confidence Scale. Data were analyzed using descriptive statistics and path analysis, with social pressure and anxiety included as control variables. The results indicated that resilience was positively and significantly associated with self-confidence (β = 0.555, t = 10.669, p < 0.001) and represented the strongest predictor in the model. Social pressure and anxiety remained significant negative predictors, while the overall model explained 72.3% of the variance in self-confidence. These findings demonstrate that resilience is a critical psychological resource supporting administrators' confidence in performing organizational responsibilities under demanding political conditions. Political organizations should therefore complement technical, organizational, and political capacity-building initiatives with resilience development and psychological support programs to strengthen the effectiveness of grassroots administrators.]]>
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