The Dynamics of the Remote Leadership: A COVID-19 Context

Abstract

AbstractThe COVID-19 pandemic appeared to be an unprecedented shock to both individuals and organizations alike. Taken by surprise, businesses across the world had to adapt to working remotely. The employees and the employers both had to learn and simultaneously implement the new strategies for managing their operations. The leadership process on the other hand also underwent a substantial change. This is why the concept of “remote leadership” was adapted to ensure employee wellness, which became the mantra. Therefore, in times of crisis, corporate leaders are expected to take possible corrective measures to address the crisis while maintaining a sense of normality. Hence in the time of the pandemic caused by COVID-19, corporate leaders had to drive organizations remotely while maintaining motivation, fostering accountability, and providing clear guidelines. This chapter, therefore, dwells on the dynamics of remote leadership required to be considered during policy reshaping—basically to help corporations ensure employee wellness—particularly in the context of trying times such as the pandemic COVID-19. Various issues discussed in the chapter include the need and use of remote leadership before and after the pandemic COVID-19, remote leadership, and employee wellness, the impact of technology on remote leadership, challenges for remote leadership, and insights for achieving excellence in remote leadership. The discussion and conclusions of the chapter will provide both its readers and corporate policymakers a spotlight on the perspectives of remote leadership and its role in maintaining employee wellness.KeywordsRemote leadershipEmployee engagementTechnology