Virtual Leadership During the COVID-19 Pandemic

Abstract

This study combines a critical literature review and an opinion paper. The paper discusses the impact of the COVID-19 pandemic on Leadership, highlighting the rise of virtual Leadership as a contemporary leadership style that utilizes digital technologies to manage organizational members. The authors argue that virtual Leadership can foster workplace creativity, innovation, and sustainability. However, challenges are associated with this new leadership style, particularly regarding managing vulnerable employee categories and addressing mental health issues in remote working populations. The paper raises important research questions, including the effectiveness of virtual Leadership during and after the COVID-19 crisis, the impact of COVID-19-induced changes in training programs on accessibility, efficiency, and efficacy, and the challenges faced by authoritarian or bossy leaders in motivating their workers in virtual environments. The analysis also emphasizes the need for Human Resources (HR) professionals to create novel systems for evaluating and assessing performance and for occupational health staff to be trained to recognize mental health issues in remote working populations and offer online advice and therapy.