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Leadership under Crises: A Research Agenda for the Post-COVID-19 Era
Authors: Urszula Lagowska, Filipe Sobral, Liliane Magalhães Girardin Pimentel Furtado
Number of views: 250
The ongoing COVID-19 crisis has once again reminded everyone about the critical role that
leaders and leadership play in dealing with unexpected events threatening the existence of
organizations worldwide (Bundy, Pfarrer, Short, & Coombs, 2017). Given their position of
influence, leaders receive an increased amount of attention and scrutiny during these challenging
times. This is because people expect leaders to provide guidance, comfort, hope, and accurate
information. Such sudden spotlight compiled with a strong need for leadership under uncertainty
has been shown to benefit even non-prototypical leaders in the form of bipartisan support and
increased perception of effectiveness and charisma (e.g., Rast III, Gaffney, Hogg, & Crisp, 2012).
However, recent events demonstrate that many leaders are unable to harness the opportunity
posed by the crises, such that some of them lose support, face resistance from their stakeholders,
or fail to save their organizations from economic distress. Considering that the only certain thing
about crises is that they are likely to happen again, we argue that more attention should be paid
to leadership in highly disruptive contexts.