The COVID-19 pandemic has placed extraordinary demands on leaders compelled to navigate a complex, far-reaching event that threatened human life, business continuity and survival. What can leaders learn from the crisis response to equip them for a post-pandemic world and beyond? Leadership in a Post-Pandemic World brings together cutting-edge research by authors Prof. David McGuire and Dr. Marie-Line Germain with thought-provoking evidence-based contributions from leading international researchers offering fresh insights into how leadership approaches and practices have evolved in the light of the COVID-19 pandemic. Divided into four sections, it discusses the leadership challenges and subsequent skills required to deal with the pandemic in politics, education, healthcare and business industries; emergency planning; organizational and personal resilience; the effect of dysfunctional and narcissistic leaders; lessons learned and how such lessons will shape the leadership of the future. This book is a vital resource for leaders, students of leadership, strategy and management, and anyone interested in the long-term consequences of crisis leadership on our society as a whole.

The COVID-19 pandemic is the largest global health crisis that we have faced since World War II. The greatest challenge for organizations was to establish a clear vision for a quick change that needs to be shared with employees in a way that is both understandable and inspiring. The year 2020 is a time of global change where leaders need to fulfill the change management role with decisions made efficiently and sustainably. To understand the impact of the pandemic on organizations, researchers will need to trace leadership development and change management in the Post-COVID-19 Era. These studies will help to present the different types of leadership roles, policies, and strategies for business transformation in the time of crisis. Global Perspectives on Change Management and Leadership in the Post-COVID-19 Era highlights the global perspectives of COVID-19’s impact on change management and leadership and presents the lessons learned and opportunities afforded to promote new strategies and develop better practices within the field. The chapters report on case studies and real-life challenges faced by organizations in countries across the globe. This book covers important topics such as business sustainability, newfound challenges in the workplace, adaptive performance, success factors within organizations, corporate governance, and more. This is a valuable reference work for managers, executives, practitioners, researchers, students, academicians, stakeholders, business leaders, and anyone interested in leadership styles and the management of change during and after the COVID-19 pandemic.

This book shows readers how to rethink and reimagine leadership and charts a course towards a new vision of leadership. It outlines lessons to be learned for leadership not only after the Covid-19 pandemic but in light of other ongoing crises around issues such as climate change and global inequality. The pandemic has shone a harsh spotlight not just on the leaders of organisations, but on the concept of leadership itself and the way we lead. Many of those who were in positions of power before the crisis have been found wanting; too often, our idols have turned out to have feet of clay. But does the problem lie with the leaders themselves? Or do the roots of the problem lie deeper? Do we need to start rethinking and reimagining the kind of leadership we will need in a post-Covid world? Post-Pandemic Leadership brings voices from every sector to demonstrate what changes we can make in order to make leadership fit for purpose in the twenty-first century. Illustrating a need for a radical change in leadership, with leaders focusing much more on human relationships, kindness, fairness, well-being and a general sense of responsibility, this book will be of interest to both established leaders and the next generation of leaders in education and in practice.

The COVID-19 pandemic has permanently changed lives around the world and no dimension of life and leadership seems to have been spared from its wrath. It has also stirred us into thinking about novel approaches to lead organizations and societies toward a shared, sustainable future. This book offers novel perspectives on leadership and change management after the COVID-19 pandemic that take us beyond striving for thriving—perspectives that are grounded in emergent theory, research and practice. It highlights sustainable leadership and change management strategies to effectively deal with unpredictable and rapidly changing situations—particularly in a world that is increasingly volatile, uncertain, complex, and ambiguous (VUCA). This book also highlights engaging perspectives by specialists from different disciplines such as business, psychology, education, and health care. It serves as a practical guide in identifying and responding to leadership challenges and opportunities in each of the four VUCA categories of volatility, uncertainty, complexity, and ambiguity—and how they affect businesses, organizations, and societies as a whole.

Technology has always been important to organizations and a crucial aspect of their continued development. Organizations that already relied on the most up-to-date technology and provided forward-thinking leadership had a smoother transition during the COVID-19 pandemic, which created turmoil for other organizations that were lacking in this type of leadership. Leadership that implements current and future technology is vital to thrive in the post-pandemic world. Further study on this type of management and practice is required to ensure businesses are prepared and knowledgeable. Business Models to Promote Technology, Culture, and Leadership in Post-COVID-19 Organizations delves into how virtual technology has evolved to create remote offices and remote teaming in areas such as health, education, engineering, and other business solutions. The book also explores culture in a business and how individuals may interface, communicate, and collaborate in past, current, and future business models. Covering key topics such as management, public health, and society, this reference work is ideal for business owners, managers, human resource professionals, supervisors, scholars, researchers, academicians, practitioners, instructors, and students.

This book explores various issues and challenges emanating from the COVID-19 pandemic. It examines how governments worldwide have dealt with the pandemic. Post-COVID-19 and its disruptive impact on social and economic life as well as public and political attitudes, the world is not the same. A new normal has dawned in public management and public services, with immense implications. This volume collects the lessons drawn from the pandemic, notably how crisis leadership and public governance were used to combat the crisis, as well as which aspects were helpful in that regard. This book covers a total of 17 countries and regions, namely: Japan, South Korea, Singapore, China (Mainland), Hong Kong, Taiwan, Australia, New Zealand, Italy, The Netherlands, the Nordic Countries (Denmark, Norway, Sweden, Finland and Iceland), the UK and US. Special attention is drawn to China (Mainland) in particular, where the pandemic first broke out. Its subsequent efforts in suppressing the epidemic have been quite stunning. The range enables good international comparisons to be made in crisis leadership, response strategies and effectiveness across continents, systems, and cultures (East Asia, Oceania, Europe and North America). While the pandemic is still ongoing by the time the book is finalized, the experience gained over more than two years has provided good ground for lesson drawing.

This book considers the idea that existing leadership theories have arisen as a result of significant disruption in work structure. The authors argue that the Covid-19 pandemic provided such a disruption and an opportunity to reconceptualise leadership. In order to capture this opportunity and conceptualise new leadership theories, it is first necessary to understand what happened in the past, during the pandemic, and examine the future of work. Addressing three critical issues in leadership, the authors firstly present a framework that helps us understand and enact leadership in the ‘new normal.’ Parts 1 and 2 of the book address the past and current forms of leadership in the context of COVID-19. The book goes on to consider the lessons learned from COVID-19 in the context of the U.N Sustainability Development Goals (SDGs). The targets of SDGs 7 - 17 refer to the need for organisations to operate responsibly; they call for organisations to review their operations processes and to define effective performance using triple-bottom-line measures comprising economic, social and environmental measures. Since leadership plays a significant role in achieving these goals, the book includes chapters on efficiency in process design and operation, definition and implementation of the triple-bottom-line measures and ethical behaviours. Finally, the book explores how the current process of leadership development falls short in today’s context and calls for the need to develop effective leadership mindsets

Covid-19 pandemic has given humanity a wakeup call about the lethal impact infectious diseases can have. Vaccines are now rolling out across the globe. We start to ask ourselves lots of question for after the pandemic world. Our response to the pandemic will have an enormous effect on the future of humankind. As the pandemic has some challenges it also contains opportunities. Today's world requires structures and understandings that are faster, more flexible, able to manage complexity and adapt to changes more quickly. Critical thinking and problem-solving top the list of skills that employers believe will grow in prominence in the next five years. We are experiencing a worldwide trend in the appreciation of a different kind of leadership in business and politics as a result of the pandemic. Peter Drucker said that being a self-leader is to serve as chief, captain, or CEO of one's own life. Sebastian Coe, four-time Olympic medalist says "Competing is exciting and winning is exhilarating, but the true prize will always be the self-knowledge and understanding that you have gained along the way." Let's look closely Self Leadership after pandemic.

Addressing the unprecedented challenges facing public leaders brought about by the Covid-19 pandemic, this comprehensive Research Handbook reframes the public leadership debate by offering new ways of thinking about leadership practices. Bringing together contributions from leading scholars across the world, this insightful Research Handbook illustrates how the decisions made by global leaders today will have widespread consequences for future generations.

Bachelor Thesis from the year 2021 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, Otto Beisheim School of Management Vallendar, language: English, abstract: This thesis provides some best practices and other principles to help overcome the challenges and disruption of the Covid-19 pandemic. This thesis discusses these eleven best practices and other principles in the later chapters, and will help leaders realize possible challenges and how to overcome them. If teams fail to overcome them and adjust to the virtual environment, they will not be able to work effectively any more and could cause potential damage and losses to the organization by not completing their tasks and goals. These practical implications can help leaders and remote teams adjust to a virtual environment and are why this thesis is very relevant during the Covid-19 pandemic and also post-pandemic, as these are helpful guidelines for remote leaders. Essential principles for remote leadership are the following in no particular order: • Provision of technology • Frequent and well communication • Sequencing of tasks • Provision of emotional and social support. • Maintenance of productivity and engagement • Promotion of a work-life balance • Acquisition of mentoring quality • Reinforcement of trustworthiness • Encouragement of shared leadership • Establishment of norms • Digital leadership Covid-19 has disrupted many workplaces, changed the working environment, and shifted most workplaces to a remote work setting, meaning most people had to start working from home. As the Covid-19 pandemic was rapidly advancing, working from the office was no longer possible in most workplaces. Many companies implemented a 'new normal' in the form of virtual teams and remote work. With this disruption and change, many difficulties and issues arose. Virtual teams and, therefore, also remote leadership face different challenges than face-to-face leadership and teams do. These new challenges came quickly and somewhat unexpectedly, and now leaders and organizations have to face them. Coping with these challenges is crucial for the Covid-19 era and post-pandemic age, when workspaces will most likely stay remote to some extent. Therefore, this topic is significant in the present and will also remain important for the future.