Leadership and Management Strategies During and After Crisis:Leading with Empathy through the COVID-19 Pandemic
DOI:
https://doi.org/10.54536/ajelps.v1i2.6605Keywords:
Communication, COVID-19, Crisis Leadership, Empathy, Organizational Resilience, Psychological SafetyAbstract
The COVID-19 crisis caused tremendous discontinuity to organizations and exceptional demands on leaders and employees. This study focuses on empathetic leadership and how it has been used in crisis management, and how it has enabled organizations to remain afloat during such turbulent periods. The study has employed a secondary quantitative approach in which the researcher uses past theses and assesses the existing statistics. The analysis entailed revising the descriptive trends, relationships, dependability indices, and regression results to understand the role of empathy in employee experiences and organizational performance. The results refer to the strong power of empathetic leadership in increasing the level of trust, morale, psychological safety, and stability in the organizations. It is also revealed in the analysis that the mediating variable between empathy and resilience is the quality of communication, i.e., empathetic leaders work better when communication is open and regular. The implications of the research in this case are that organizations should adopt empathy as a long-term leadership competency rather than a short-term reaction that is only utilized when one is in a crisis. The results show that empathetic leadership not only improves crisis response but also improves the health of employees and helps them to recover faster and healthier.
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