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The purpose of the paper is to identify traits and behaviors of organization leaders that were deemed helpful by employees during the COVID-19 pandemic.

This is an exploratory qualitative study that utilized online surveys. Data from 155 participants were subjected to content analysis.

Several interrelated traits and behaviors of effective crisis leadership were identified. These were clustered into three superordinate themes – attending to the person, taking charge and showing the way forward and sustaining the spirit.

Findings from this paper can be furthered by conducting quantitative studies to validate themes and/or test a conceptual model of effective crisis leadership. Gathering data from other populations at different points in time during the COVID-19 pandemic may also be useful.

A review of leadership development programs and organization norms and values is recommended in order to ensure that they are consistent with crisis leadership competencies.

This paper helps address the gap on follower-centered perspectives about organizational leadership responses to crises and highlights the importance of care and compassion in leading employees during difficult times.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The authors divided the best qualities into three groups: The first was “attending to the person”; the second was “taking charge and showing the way”; the third was “sustaining the spirit”.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.