Purpose: Leadership development has attracted much research attention within the human resource development (HRD) community. However, little scholarly effort has been made to study a special group of leaders--entrepreneurs. This paper aims to fill in this knowledge gap by taking a close look at entrepreneurial resilience, a key ability of entrepreneurs to overcome challenges and adapt to uncertainties. Design/methodology/approach: This paper conducted an extensive literature review using conceptual analysis as the primary method. Enablers and inhibitors affecting entrepreneurial resilience development were identified from the selected empirical studies. Findings: From the analysis of empirical studies, a set of enablers and inhibitors was identified, and the effects on entrepreneur resilience were explored. Based on identified enablers and inhibitors, an integrative model of entrepreneurial resilience that serves as a building block for entrepreneurial resilience theory building was proposed. Originality/value: Findings from this research and the newly proposed model will not only contribute to the much-needed entrepreneurial resilience theory building but also serve as a useful guide for human resource professionals and trainers in designing leadership development interventions.