Search results

The purpose of this paper is to explore the strategies that helps leaders be authentic in order to be able to respond proactively and become effective in helping their organisations they lead in the context of the COVID-19 pandemic.

Using a qualitative approach, 25 business leaders from diverse sectors were interviewed to understand what sustained them in an adverse context.

Results reveal various dimensions of authentic leadership in a disruptive environment. Authentic leaders have to exhibit distinct behaviours that stems from re-examining oneself to reaffirming organisational purpose. Reimagining the work is emerged as the newer dimension to the authentic leadership considering the context of COVID-19.

The results of the study provides insights for anyone leading organisations in today's disruptive business environment. The findings of this study can be used further to undertake quantitative studies to test professional relationships and understand the leadership strategies at different time frames.

This paper addresses the strategies that leaders successfully follow to withstand the COVID crisis and highlights the different roles and behaviours that helped leaders to address the crisis confidently.

During the COVID-19 pandemic, organizations undertook initiatives such as safety coaching to ensure the safety of their employees and to prevent the spread of the disease. However, the question arises if such measures can have a spill-over effect on other important work-related outcomes. Hence, the objective of the current study is to uncover the impact of safety coaching on one such outcome, i.e. work engagement.

In this study, the authors developed a quantitative model with the help of the social exchange theory. The responses of 250 working professionals captured using a three-wave study were analyzed using the SPSS PROCESS macro.

The authors found that safety coaching does not directly affect work engagement. It is only when safety coaching is perceived to be effective or appropriate and/or invokes organizational trust that it significantly affects organizational members' work engagement.

This study motivates practitioners to adopt safety coaching by highlighting the benefits that it has to offer beyond safety-related behavior. Moreover, this study discusses mechanisms that can aid organizations in facilitating organizational trust and satisfaction with corporate philanthropic COVID-19 response among employees.

This is one of the first studies that examines the spillover effect of safety coaching on other work-related outcomes. It also uncovers novel antecedents of satisfaction with corporate philanthropic COVID-19 response and organizational trust.