This article offers a novel theoretical conception about processes of entrepreneurial leadership in the emergence of a new small- and medium-sized enterprise (SME) venture. It draws on shifts in relational connections among venture participants to conceptualize entrepreneurial leadership through processes of creativity and direction. These processes demonstrate that the co-action of venture participants makes up entrepreneurial leadership and drives the new venture forward. This allows to understand the emergence of a new venture from a lived perspective, flowing from relational processes under which the establishment of the organization is (re)constructed relationally and is made eligible to participants in its narrow and broader societal surroundings.

Orientation: The coronavirus disease 2019 (COVID-19) pandemic has caused a ‘coronafication’ of research and academia, including the instrumentalisation of academic research towards the demands of society and governments. Whilst an enormous number of special issues and articles are devoted on the topic, there are few fundamental reflections on how the current pandemic will affect science and work and organisational psychology in the long run.Research purpose: The current overview, written by a group of members of the Future of Work and Organisational Psychology (FOWOP) Movement, focuses on the central issues relating to work and organisational psychology that have emerged as a result of the COVID-19 crisis.Motivation for the study: The study discusses the inability of dominant theories in work and organisational psychology to understand contemporary problems and the need to advance the theoretical realm of work psychology. We also discuss the need for pluralism in methodologies to understand the post-COVID-19 workplace, the urgency of attending to neglected voices and populations during the COVID-19 crisis and teaching during COVID-19.Research approach/design and method: This article uses conceptual argumentation.Main findings: The COVID-19 crisis forces work psychology to address at least its theorising, methods, unheard voices and teaching in the COVID-19 crisis.Practical/managerial implications: On the basis of this article, researchers and practitioners may be better aware of the neglected perspectives in the current pandemic.Contribution/value-add: This article adds to the understanding of the future directions for a sustainable Work and Organisational Psychology as an applied scientific discipline during and beyond the COVID-19 crisis.

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This article introduces turning points – fleeting moments of change – to suggest one way of studying collective leadership which allows to unpack moments that connect and explore how co-action unfolds. How can co-action and collective leadership processes be studied without falling back on individual-centric methods? To answer the question, I link Gergen’s work on responsive interplay to the study of leadership as the seeking of direction in the production of a space for co-action. I use empirical material from SocialORG to develop a leadership trajectory which shows how participants come together, on the one hand, to define a space for co-action that embodies both past experiences and projections for the future and, on the other to achieve co-action through different ways of relating. The three interrelated objectives of the article are: first, to demonstrate how matters of concern become matters of collective engagement. Second, to move the focus of inquiry from single instances towards the leadership process across time and conceptualize the individual as relational being, shifting away from individualist theorizing. Third, to discuss the inner workings of the methodology to encourage its replication and highlight immersion into the empirical setting to identify turning points.