A new strategic leadership model for surviving and coping: Lessons from Canada’s leadership approach to COVID-19

Farhan, Bayan Yousef

doi:10.1080/23311975.2021.1883221

Cited by 14 publications

(12 citation statements)

References 8 publications

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“…The COVID-19 outbreak has challenged the decades-long practices of leadership (Caringal-Go et al, 2021;Farhan, 2021). It ranges from the individual level, for instance, remote working (Kirchner et al, 2021), the inability to separate work and private life (Carnevale and Hatak, 2020), employee layoffs (Kniffin et al, 2021) to organisational level challenges such as untold economic devastation (Bufquin et al, 2021), virtual leadership and management (Kniffin et al, 2021), increasing level of changing working scenarios, concern of productivity, and employee welfare (Giurge and Bohns, 2020).…”

Section: Crisis Leadership and Covid-19mentioning

confidence: 99%

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Authentic leadership in a pandemic world: an exploratory study in the Indian context

Chully

Jose²,

Luthufi³

2022

JMD

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PurposeThe purpose of this paper is to explore the strategies that helps leaders be authentic in order to be able to respond proactively and become effective in helping their organisations they lead in the context of the COVID-19 pandemic.Design/methodology/approachUsing a qualitative approach, 25 business leaders from diverse sectors were interviewed to understand what sustained them in an adverse context.FindingsResults reveal various dimensions of authentic leadership in a disruptive environment. Authentic leaders have to exhibit distinct behaviours that stems from re-examining oneself to reaffirming organisational purpose. Reimagining the work is emerged as the newer dimension to the authentic leadership considering the context of COVID-19.Practical implicationsThe results of the study provides insights for anyone leading organisations in today's disruptive business environment. The findings of this study can be used further to undertake quantitative studies to test professional relationships and understand the leadership strategies at different time frames.Originality/valueThis paper addresses the strategies that leaders successfully follow to withstand the COVID crisis and highlights the different roles and behaviours that helped leaders to address the crisis confidently.

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Section: Crisis Leadership and Covid-19mentioning

confidence: 99%

“…The COVID-19 outbreak has challenged the decades-long practices of leadership (Caringal-Go et al. , 2021; Farhan, 2021). It ranges from the individual level, for instance, remote working (Kirchner et al.…”

Section: Crisis Leadership and Covid-19mentioning

confidence: 99%

Authentic leadership in a pandemic world: an exploratory study in the Indian context

Chully

Jose²,

Luthufi³

2022

JMD

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“…Semua sumber daya yang dimiliki organisasi harus diberdayakan semaksimal mungkin, terutama sumber daya manusia agar tercapai efektifitas dan efisiensi di saat krisis (Putera et al, 2022). Kanada, misalnya, mengusulkan model kepemimpinan strategis baru, yang menjadi domain penting untuk menyelidiki kasus nyata kepemimpinan strategis yang berkontribusi pada manajemen krisis COVID-19 (Farhan, 2021). Praktik kepemimpinan selama krisis COVID-19 pada tahun 2020 yang dapat menjadi dasar bagi model kepemimpinan strategis baru.…”

Section: Kepemimpinan Pemerintahan Dalam Praktik Penanganan Pandemiunclassified

Eksistensi Kepemimpinan Pemerintahan Diantara Krisis Pandemi Covid-19 Dan Digital Disruption

Kurniawan¹

2022

JKP

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Leadership in times of crisis has a vital role, therefore the decisions chosen can improve the situation or make things worse. This article looks at the phenomenon of leadership from two things, namely during the pandemic and the momentum of digital disruption. These two things are closely related and occur simultaneously. No less important than adapting to a new form is conformity to the conditions needed to become something new that people eventually become accustomed to. This article uses a variety of primary and secondary data as well as field facts that have occurred in Indonesia for the past three years and uses a qualitative descriptive method, this method is considered appropriate to explain, describe and analyze this discussion.

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“…Appendix 2 indicates that three organizational competencies, which are leadership & decision making, resilience, and sustainability, and one organizational incompetency, which is vulnerability, take the attention. Due to the reason that crises require rapid and optimal decisions and strong leadership, it is logical for scholars to focus on leadership, decision making, and factors influential on decisions during COVID-19 (Gouglas, et al, 2019;Hughes, et al, 2020;Ocampo and Yamagishi, 2020;Zhang, et al, 2020;Sarkar and Clegg, 2021;Santos, et al, 2021;Yigitcanlar, et al, 2021;Farhan, 2021;Oruh, et al, 2021;Stoker, et al, 2021;Oliveira and Cunha, 2021;Petridou and Zahariadis, 2021;Hartwell and Devinney, 2021). Also, as discussed in the part related to supply chain management, resilience can be considered a critical organizational competency as well.…”

Section: Competenciesmentioning

confidence: 99%

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

BİLGİÇ

AYDOĞAN

2022

Toros Üniversitesi İİSBF Sosyal Bilimler Dergisi

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Organizations are struggling with severe circumstances brought by COVID-19. When overly increased uncertainty and complexity in a pandemic are considered, strategic management has gained importance. Thus, researchers have focused on strategic management from different perspectives and this situation has led to that strategic management literature considering COVID-19 incredibly enlarged. Here, this research aims to show the architecture of the current literature and examine it with a holistic and critical perspective provided by using bibliometric analysis and critical systematic review concurrently. 226 articles were determined to represent the literature in two steps: (i) WOS search based on keywords and (ii) eliminating irrelevant articles by reading. To realize research aims, a twofold research method was adopted. By leveraging bibliometric analysis, the map of the current literature was shown. Then, a critical systematic review based on content analysis of 226 articles was carried out. Herein, more/less studied fields and future research directions were shared, and methods & levels of analysis of research were shared.

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A new strategic leadership model for surviving and coping: Lessons from Canada’s leadership approach to COVID-19

Cited by 14 publications

References 8 publications

Authentic leadership in a pandemic world: an exploratory study in the Indian context

Authentic leadership in a pandemic world: an exploratory study in the Indian context

Eksistensi Kepemimpinan Pemerintahan Diantara Krisis Pandemi Covid-19 Dan Digital Disruption

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

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