The resilient effects of transformational leadership on well-being: examining the moderating effects of anxiety during the COVID-19 crisis

Abstract

PurposeAlthough important for organizational performance, much is still unknown about the relationship between employee well-being and transformational leadership. The authors answer calls to consider the relationship (1) in an extreme context (i.e. coronavirus pandemic), (2) at the dimension level and (3) differences that exist depending on the employee's gender.Design/methodology/approachThe authors employed a two-wave study with data collected from 212 working individuals. Respondents reported their level of COVID-19 anxiety and leadership experiences at time 1 starting at the height of the pandemic and three weeks later reported well-being.FindingsThe authors found COVID-19 anxiety weakened the influence of transformational leadership style on well-being, and this was only the case for females. Further, the authors found that while the moderator of COVID-19 anxiety weakened the influence of core transformational leadership behaviors and intellectual stimulation on well-being, the more individualized and short-term focused transformational behaviors of individualized consideration and performance expectations proved to have resilient effects on well-being with no moderating effects. Looking at gender differences, the authors found that this was only the case for females.Originality/valueThe findings extend research by capturing an external shock concerning the coronavirus pandemic to better understand how transformational leadership style, its dimensions and employee gender, influence well-being. While the authors expected COVID-19 anxiety to weaken the positive effects of transformational leadership style on well-being, paradoxically the authors also expected differential effects when examining individual dimensions.

The moderating role of remote work in the relationship between organizational culture and OCB: case studies from the financial sector

“…Regarding the impact of management practice, McCombs and Williams (2021) found that in an epidemic situation, shorter-term performance expectations do not impair employees' wellbeing. However, this can only be achieved if management communication inspires trust, is caring and sufficiently detailed in terms of tasks (Shipman et al, 2021).…”

Responding to pandemic challenges: leadership lessons from multinational enterprises (MNEs) in India

“…The leadership style adopted by the surveyed managers can primarily be categorized as being that of ‘transformational leadership’ (Conger, 1999; Van Dierendonck et al. , 2014; McCombs and Williams, 2021). Their leadership in crisis events is not about demonstrating a particular personal leadership style but integrating various leadership capabilities within their organizations (“charismatic,” “servant,” “participative” and transactional leadership) (Bowers et al ., 2017; Morse, 2010; Wu et al ., 2021).…”

The Importance of Intergenerational Leadership Praxes and Availability of Key Information for Older Employee Burnout and Engagement in the Context of Firm Size

“…The desire for greater efficiency and competitiveness is the main reason for introducing agile leadership, especially during these challenging times ( Attar and Abdul-Kareem, 2020 ). An agile work environment is characterized by teamwork, a high level of communication, and a low degree of standardization and formalization ( Attar and Abdul-Kareem, 2020 ; McCombs and Williams, 2021 ). It is almost impossible for companies to grow and expand without effective leadership, as is imperative in an ever-changing market ( Bojadziev et al, 2019 ).…”

“…Restrictive measures to curb COVID-19 have led to unexpected job closures worldwide and thus to changed forms of work, and the cessation of economic activity has threatened many jobs ( Lamprinou et al, 2021 ). The pandemic has accelerated the process and forced many companies to be more agile and decentralized and agile leadership is becoming more important ( McCombs and Williams, 2021 ). The benefit of such praxes is shown in the ability to be calm in the face of pressure, open to innovation, and able to keep teams grounded and on the right track ( Attar and Abdul-Kareem, 2020 ).…”

“…Workers who do their paid work as usual during this time are more concerned about their health exposed to stress. However, when performing work at home, which in normal circumstances could help to facilitate the reconciliation of professional and family obligations, workers in these situations may be burdened with challenges such as the absence of network connections or the performance of tasks in a concise time ( McCombs and Williams, 2021 ). Regardless of the way of working, workers in private life face additional burdens due to custody obligations and distance schooling of children.…”