Leaders' Networking Behaviours in a Time of Crisis: A Qualitative Study on the Frontline against COVID‐19

Abstract

What do leaders do when they interact with followers and stakeholders in a time of crisis? What networking behaviours do leaders manifest in such a context of emergency? We answer these questions through qualitative research and cluster analysis conducted on a sample of leaders involved in community management in the most affected region in northern Italy during the three key phases of the COVID‐19 pandemic. Our findings span a period of 18‐months and show that leaders display a behavioural repertoire that includes six networking actions. Grouped together, these actions identify three clusters of leaders: Churners, who engage mainly in network generation and network termination; Divergent leaders, who manifest high levels of network conflict and re‐construal; and Sense‐makers, who are high in network deepening and teleology. Our research contributes to unveil the idiographic micro‐foundations of networking behaviour during organizational jolts.

Management in Times of Crisis: A Qualitative Exploration of the Great Resignation from a Social Exchange Perspective

“…Managers must be equipped to adapt to an ever-changing work environment with access to developmental support in times of crisis. Explained quite simply by Tasselli and Sancino, companies should “… train leaders to face the unexpected” (2023, p. 155). Yarker et al (2022) present a management competencies framework for preventing and reducing stress at work.…”