No abstract

Employees are important assets of an organization. Therefore, the employee engagement in teamwork is extremely vital for long-term organizational development. Good managers need excellent leadership skills. However, as the COVID-19 pandemic rapidly spreads around the world, many countries implemented strategies to avoid infection, such as working from home, isolation of infected people from others, and 14 days of self-quarantine. These strategies impact the trust, communal relationships, and social exchange relationships among organizational employees. However, communal and social exchange relationships are necessary for organizational leadership, and they are considered as the basis of social networks. The trust, communal relationships, social exchange relationships, and leadership in an organization are an interesting issue, particularly in the COVID-19 time, since the role of leaders is very crucial for maintaining organizational sustainability. The main objective of this study is to investigate the impact of COVID-19 on leadership in organizations based on trust, communal relationships, and social exchange relationships. The study employed correlation analysis to explore the interrelationships between variables. The 220 samples collected consisted of basic, middle, and high managers of organizations. The findings show that COVID-19 impacted organizational leadership. COVID-19 (F1) and (F2) factors integrated with each variable: (1) trust, (2) communal relationships, and (3) social exchange relationships created a stronger relationship between trust and leadership, communal relationships and leadership, and also social exchange relationship and leadership in organizations. On the contrary, Covid-19 (F3) factors integrated with each variable: (1) trust, (2) communal relationships, and (3) social exchange relationships decreased a relationship between trust and leadership, communal relationships and leadership, and also social exchange relationships and leadership in organizations. These results can help CEOs in organizations to perceive what factors have a positive impact or a negative impact on leadership in organizations in order to improve their leadership skills, even post COVID-19. The managerial implications are that (1) leaders need good communication skills to share true information with empathy and optimism and (2) leaders need to be thoughtful and capable to handle change in uncertain situations ethically.

During the pandemic, government policies such as social distancing and telework have impacted trust and working or social exchange relationships in the workplace. The behavior of leaders is critical for good leadership, employees’ trust, and social exchange relationships. Therefore, the main objective of this study was to assess the associations among authentic leadership, trust, and social exchange relationships under the influence of leader behavior. A regression-based approach was used to test the moderating and mediating effects. The results show that authentic leadership positively impacts trust and social exchange relationships, whereas trust directly affects social exchange relationships. During COVID-19, leader behaviors with ability, ethics, and positive relationships have had a positive impact on the association between authentic leadership, trust, and social exchange relationships. Additionally, trust positively mediates authentic leadership and social exchange relationships. The findings of this paper suggest that authentic leadership promotes trust and high-quality social exchange relationships. Moreover, based on leader behaviors during COVID-19, the ability to manage change effectively, boost employees’ work motivation, provide support, and take appropriate action is essential for authentic leadership to increase trust and foster a positive working relationship based on social exchange. Finally, regarding social exchange theory, high-quality leader behaviors and the leader–follower relationships drive positive associations among variables. These results will help organizational management teams to find methods to improve their organizational working relationships. The implication is that the abilities, ethics, and supportive and positive relationship behaviors of leaders are essential for effective management to improve leadership, trust, and social exchange relationships. Leaders should have the ability to manage work and people, even with teleworkers. Therefore, leader behaviors are important to maintain organizational sustainability. Further discussion on theoretical and practical implications is provided in the section.

Trust is essential for organizations' cooperative relationships during COVID-19. Authentic leadership and social exchange relationships are required to increase trust during a crisis. However, leader behaviors during COVID-19 have effects on the relationships among authentic leadership, social exchange relationships, and trust in organizations to understand their effects. The moderating effects of leader behaviors during COVID-19 on the relationships among authentic leadership, social exchange relationships, and trust in organizations are investigated.Design/ Methodology/Approach: Hierarchical multiple regression with interaction terms is used to examine interactions of leader behaviors during COVID-19 on the relationships between variables. Moreover, bootstrapping is performed to explore the mediating role of social exchange relationships between authentic leadership and trust in organizations. Findings:The findings indicate that authentic leadership positively affects social exchange relationships and trust, whereas social exchange relationships positively affect trust. Moreover, a social exchange relationship has a mediating effect between authentic leadership and trust. Both leader behaviors are regrading (a) managerial ability with ethics and (b) a positive working relationship based on work from home as moderators, positively influencing authentic leadership, social exchange relationships, and trust.Practical implications: This paper suggests that authentic leadership increases the quality of social exchange relationships and trust. Leader behavior qualities and leader-follower relationships based on social exchange theory are essential for improving trust even after post-COVID-19. Finally, based on the social exchange theory, leader behavior qualities and leaderfollower relationships can motivate positive relationships in organizations. The chief executive officers (CEOs) and the organizational management teams benefit from the outcomes of this paper to comprehend which factors affect relationships and trust changes in organizations.

An electronic bidding system promises to save resources in procurement procedures for many industries. While the results of previous studies in several countries sounded promising, it is concerning that more evidence would be needed to support changes in practice for the pharmaceutical sector. The objective of this study was to determine the prevalence of price saving in bidding-based electronic procurement setting and to clarify the main factors contributing to drug price changes. A comprehensive literature search was retrieved from five databases (Scopus, PubMed, ProQuest, Web of Science, Medline) to identify articles that studied the prices of medicines as a case study before and after the implementation of the electronic bidding system. Articles that were published in English from January 2012 to December 2021 were eligible for inclusion. The result showed that a total of 3214 records articles were identified in the electronic databases after the exclusion of duplicate articles. After the initial review, we found 13 studies that fulfilled our inclusion criteria. The review presented the important information suggesting that the use of the electronic bidding system likely results in a reduction in procurement prices of medicines. The prevalence of price saving for pharmaceutical procurement ranged from 7.24 % to 40 %. Additionally, the following factors were indirectly associated with drug price changes; bid volume, procurement location, contract characteristics, level of competitiveness and procurement organization. Further research may need to examine the functioning of e-bidding policies to address problems like supply disruptions to preserve the integrity of bidding-based pharmaceutical systems.