Corporate Leadership Exposed During Covid 19

Anand, Tirupathi; Banerjee, Ansuman; Riaz, Sadia

doi:10.29121/granthaalayah.v8.i9.2020.1602

Cited by 2 publications

(3 citation statements)

References 2 publications

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“…The studies suggest that organizational leaders reacted differently to the COVID-19 crisis, where some of them were able to manage the situation effectively, while others lost control of the operations and the employees with an increase in the period of the disease (Anand et al ., 2020; Haffar et al ., 2023; Hill et al ., 2021). Instead of leading the employees with courage and positivity, some of the leaders further ignited fear by firing the employees to manage their losses (Dirani et al ., 2020; Glenn et al ., 2021; Maak et al ., 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Instead of leading the employees with courage and positivity, some of the leaders further ignited fear by firing the employees to manage their losses (Dirani et al ., 2020; Glenn et al ., 2021; Maak et al ., 2021). The leaders who immediately shifted to the digital transformation with the help of the government, increased their employees' morale and self-efficacy as well as their work performance, which helped organizations stay viable during economic downturn (Anand et al ., 2020; Haffar et al ., 2023). This period of uncertainty improvised the role of a leader, responsible for leading digitally, by providing organizational members with the vision and the directions towards the goals irrespective of their location and also managing the risks and removing the obstacles that may arise (Abbu et al ., 2022; Schnasse et al ., 2021; Trenerry et al ., 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

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Leaders’ behavioral approach in the digital era: task vs relationship

Farhan

Chaudhry

Razmak

et al. 2023

JOEPP

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PurposeThe importance of modeling digital leadership in quickly digitizing countries, like the United Arab Emirates (UAE), is inevitable for building leadership capabilities to lead, engage and motivate remote employees in the digital environment. Using Blake and Mouton Grid, the current study examines the behavioral approach used by the leaders from both public and private sectors while managing their workforce digitally in the period of the pandemic, when 70% of the workforce worked remotely for the first-time in the region.Design/methodology/approachAn online survey was conducted by the managerial employees working in different firms using self-administered questionnaires and adopting the snowball sampling technique. In total, 476 respondents participated in the study from both the Emirates of Abu Dhabi and Dubai.FindingsThe analysis using IBM SPSS and Smart PLS software reported that 9 out of 10 leaders positioned their digital leadership style well above the middle-of-the-road management style (5,5) oriented towards team management (9,9); with 7 out of 9 displaying high team management leadership style, while managing remote workers. However, millennials displayed higher task orientation when compared to generation-x leaders, who concentrated more on their relations with the workers.Practical implicationsThe findings have implications for practitioners in technology driven regions. Also the results highlighting the task-oriented approach of millennials digital leaders have implication for owners and board of directors of the firms that seniority is not the only credible approach for leadership positions.Originality/valueThe study reveals the behavioral styles beneficial for digital leaders to develop their leadership capabilities and increase their effectiveness while managing the workforce digitally. Black Mountain Grid and its two-dimensional leadership matrix has been found to be a useful conceptual approach for understanding digital leadership behaviors, and based on study findings, recommendations have been provided to effectively improve its utilization for leading teams. The findings have implications for practitioners in technology driven regions as well as digital leadership field scholars.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Leaders’ behavioral approach in the digital era: task vs relationship

Farhan

Chaudhry

Razmak

et al. 2023

JOEPP

View full text Add to dashboard Cite

show abstract

“…According to Anand [7], most companies started scrambling for a Business Continuity Plan when the pandemic was declared. To get a condition where the business can still run continuously in every condition is necessary to have a business process re-engineering.…”

Section: Introductionmentioning

confidence: 99%

Business Process re-engineering to support the sustainability of the construction industry and sales commodities in large scale transaction during Covid 19 with integrating ERP and Quotation System

Budiman

Subhan

Efrilianda

2021

SJI

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Covid 19 has become a pandemic that has hit all over the world. Almost all sectors are affected by this pandemic, not only in the health sector. The economic and industrial sectors have also suffered severe impacts due to the coronavirus pandemic. This spreading virus does not support economic growth either nationally or globally. Finally, it has an impact on various industrial sectors in the country, from manufacturing to finance. The industry was one of the largest contributors to Indonesia's Gross Domestic Product (GDP) last year. The contribution given from this industry to the 2019 GDP was recorded at 19.62%. Due to this pandemic, according to the Central Statistics Agency (BPS), during February 2020, the importance of all categories of goods decreased compared to January 2020. This stunted industrial development was due to the government's appeal for social distancing; social distancing made it difficult for industry players to make transactions. Several obstacles require re-engineering of business processes in the industry. In general, the industry already has an Enterprise Resource Planning (ERP) system used in the related production process. However, ERP does not enter into the realm of buying and selling or the process of procuring goods with consumers. Therefore we need a Business Process Reengineering as an engineering process to integrate the ERP and the bidding system or quotation system. Using the moving average method as a forecasting method, we can get sustainable sales even during the Covid period, even seen an increase in transactions in the new period, along with the implementation of the quotation information system applied in the re-engineering business process.

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Corporate Leadership Exposed During Covid 19

Cited by 2 publications

References 2 publications

Leaders’ behavioral approach in the digital era: task vs relationship

Leaders’ behavioral approach in the digital era: task vs relationship

Business Process re-engineering to support the sustainability of the construction industry and sales commodities in large scale transaction during Covid 19 with integrating ERP and Quotation System

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