Suddenly, COVID-19 has changed the world and the way people work. Companies had to accelerate something they knew was imminent in the future, but not immediate and extremely humongous. This situation poses a huge challenge for companies to survive and thrive in this complex business environment and for employees, who must adapt to this new way of working. An effective e-leadership, which promotes companies’ adaptability, is needed. This study investigates the existing knowledge on teleworking and e-leadership; and analyzes the supposed challenges. The literature review shows that companies with effective e-leadership can view teleworking as an opportunity. It is advantageous for not only companies’ productivity but also the environment and people who work remotely. However, a traditional or no leadership can result in some risks. Thriving in remote work environments implies that managers must adjust the companies’ structure, making them less hierarchical, and developing new abilities to establish a strong and trustworthy relationship with their employees to maintain their competitiveness, while retaining a genuine concern for their employees’ well-being. Similarly, successful e-leadership must be able to consolidate and lead effective virtual teams to accomplish organizational goals. This study contributes to the literature and leaders during the pandemic.

The challenging and changing business life of the 21st century has resulted in a stressful and negative work atmosphere that negatively charges and demoralizes people. Accordingly, nowadays business life necessitates a more positive approach in handling issues regarding leadership and management. This change in focus has contributed to the fame of spiritual leadership which is a holistic leadership approach that can integrate the minds and souls of people and integrates the four main components of human existence: body, mind, heart, and spirit. Spiritual leadership draws from an inner life nourished by spiritual practices that contribute to the development of values, attitudes, and behaviors that are necessary to intrinsically motivate one's self and result in a sense of spiritual well-being. Spiritual leadership creates the sense that life is purposeful and meaningful; thus, under spiritual leaders, followers feel themselves to be more capable and they show continuous growth and self-realization. In our study, we proposed that spiritual leadership would have a positive effect on the psychological capital of followers, which is a human capacity focusing on the strengths of humans rather than weaknesses; i.e., positivity rather than negativity. Also, we supported the idea that spiritual leadership has a positive effect on performance due to its positive effects on cognitive capabilities of leaders' followers and due to the meaningful and alluring vision that entices followers to perform at their best. We expected that the psychological capacity of followers may have a mediator effect in this relationship. We conducted face-to-face and online surveys with 736 white-collar workers in Turkey and we analyzed our data using SEM. Results of the study confi rmed our expectations.

Inspired by positive organizational scholarship, this study focuses on two important concepts of positive organizational behavior: empowerment and gratitude. The effects of servant leadership style-with its ever-increasing popularity-were investigated based on these two concepts, under the assumption that having been affected by servant leadership, gratitude and empowerment will enhance the innovative capacity of the individuals on whom it is tested. The assumption is that this change, in turn, will have a positive effect on the overall performance of the organization. During our field survey, 527 white-collar workers from Turkey's Marmara region contributed to the study. Our results suggest that servant leadership has a positive effect on the perceptions of empowerment and gratitude felt by followers, and that these feelings in turn affect innovativeness and organizational performance.We thus contribute to the related literature by displaying the positive effects of innovativeness on organizational performance by supporting the view that when firms are more innovative they tend to perform better..

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Owing to the fact that sustainability and the financial performance of businesses are important work outcomes in family firms, in this chapter for both reaching work and family related goals and ensuring sustainibility, it is proposed that family firms as in the case with their non-family counterparts will prefer to exploit innovativeness in attaining their financial goals. The main objective of this chapter is understanding innovative inclinations and preferences of family firms and examining the relationship between innovativeness and organizational cultures of these companies. And it is suggested that organizational culture will act as a catalyzer in this relationship. In the chapter, innovativeness in family firms has been examined in detail. Main types of organizational cultures regarding innovation in family firms have been explained in detail, and an approach that suggests that organizational climate is closely related with the innovativeness of family firms has been adopted.