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Leadership style that is effective amidst a crisis such as the COVID-19 pandemic

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Michael Nnaemeka Ajemba *

Department of Business Administration Unicaf University, Zambia.

Review Article
 

World Journal of Advanced Research and Reviews, 2022, 16(02), 341–346
Article DOI: 10.30574/wjarr.2022.16.2.1172
DOI url: https://doi.org/10.30574/wjarr.2022.16.2.1172

Received on 01 October 2022; revised on 08 November 2022; accepted on 10 November 2022

Crisis is a feature of human life and will pose difficulties for businesses and countries especially if they are unprepared. Covid-19 pandemic is one of such crises to have severe impact in recent times on economies and business and has thrown up leadership challenges. The objective of this article is to evaluate the leadership style that is effective amidst a crisis such as the covid-19 pandemic. The paper examined different leadership definitions, leadership theories and styles of leadership and explored the leadership style that is best for crisis situations. The best leadership in a crisis must be one that this is transformational, effective, and authentic. In uncertainty, there is a lack or shortage of knowledge and information concerning probabilities of future events that could affect a business organization. This paper has reviewed what a leader is, the different theories and styles of leadership, the path-goal, and examined the best leadership style and qualities of a leader that is best suited for crisis situations such as the COVID-19 pandemic. It is important that countries and organizations conduct more sensitization and training on the management of crisis and groom leaders that can manage crisis with the most effective style and method.

Leadership; Pandemic; COVID-19; Effective

https://wjarr.com/node/4473

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Michael Nnaemeka Ajemba. Leadership style that is effective amidst a crisis such as the COVID-19 pandemic. World Journal of Advanced Research and Reviews, 2022, 16(02), 341–346. Article DOI: https://doi.org/10.30574/wjarr.2022.16.2.1172

Copyright © 2022 Author(s) retain the copyright of this article. This article is published under the terms of the Creative Commons Attribution Liscense 4.0

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