Leadership in times of crisis - A qualitative study during the Covid-19 pandemic about emerging leadership strategies and practices

Abstract

Purpose: The aim of this study is threefold. It aims to understand how leadership strategies and practices were challenged, adapted, and developed during the Covid-19 pandemic and to identify challenges and opportunities in connection with working from home and hybrid working conditions. Finally, the aim is to understand how the manager's role has developed in an increasingly virtual environment. Theory: The study builds on the Situational Leadership Theory and Virtual Leadership Theory. These theories are combined as they provide perspectives on leadership in transformation. Valuable concepts highlight the importance of the context and emphasise that successful leadership styles must adapt to the situation and highlight the complexities of leadership in the virtual environment. Method: The study uses a qualitative research design, and the data collection is based on 20 semi-structured interviews with line managers working in the automotive industry for a globalized company. The study will focus on managers' experiences of challenges, the need for adapting, and the development of leadership strategies and practices during the Covid-19 pandemic. Result: The result suggests that managers were exposed to significant challenges and changes during the Covid-19 pandemic. Therefore, strategies were developed around the need to adapt to crises that contributed to forming new emerging practices. Additionally, the role as a manager developed. Managers experience both positive and negative effects of working in a virtual environment since the pandemic required significant developments related to working more from home and in hybrid conditions at home as well as in the office.