<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>Leadership models in the times of COVID-19 is surely the topic of the hour, yet this hour might last for some few years. By the end of it, we will reach the point of no return and a new set of rules and paradigms would have been created. Many researchers and leadership representatives investigate this topic. The available and reviewed literature is rather shaping the discrepancies of the past-embedded practices, as opposed to the current challenges. In this context of constant change, the current paper is aiming to investigate some current leadership practices, which are targeting the level of productivity, different ways of working and communicating in the work from home context. Moreover, the research would be setting the stage for something that is not there yet, in the current leadership patterns. The research methodology based on top management and senior leaders’ interviews, covering multiple industries from Romania, like banking, energy, manufacturing at large scale and outsourcing. The questions were designed to investigate the realities on their new job definition, from a personal perspective, as people managers and the business value outcomes envisioned in the new scheme of work. The theoretical contribution of the paper is to define a set of guidelines and filtering areas of leadership focus. The set of information gathered for new business metrics of performance, the ownership, efficiency and business value creation is pushed at all levels. One major change is the new definition of discipline, shifting from authority into entrepreneurial attitudes.</p>
</abstract>

Leadership models in the times of COVID-19 is surely the topic of the hour, yet this hour might last for some few years. By the end of it, we will reach the point of no return and a new set of rules and paradigms would have been created. Many researchers and leadership representatives investigate this topic. The available and reviewed literature is rather shaping the discrepancies of the past-embedded practices, as opposed to the current challenges. In this context of constant change, the current paper is aiming to investigate some current leadership practices, which are targeting the level of productivity, different ways of working and communicating in the work from home context. Moreover, the research would be setting the stage for something that is not there yet, in the current leadership patterns. The research methodology based on top management and senior leaders’ interviews, covering multiple industries from Romania, like banking, energy, manufacturing at large scale and outsourcing. The questions were designed to investigate the realities on their new job definition, from a personal perspective, as people managers and the business value outcomes envisioned in the new scheme of work. The theoretical contribution of the paper is to define a set of guidelines and filtering areas of leadership focus. The set of information gathered for new business metrics of performance, the ownership, efficiency and business value creation is pushed at all levels. One major change is the new definition of discipline, shifting from authority into entrepreneurial attitudes.

Rethinking leadership models after COVID-19

Proceedings of the International Conference on Business Excellence

This work is licensed under the Creative Commons Attribution 4.0 International License.

{"article-title":"Rethinking leadership models after COVID-19"}

Leadership models in the times of COVID-19 is surely the topic of the hour, yet this hour might last for some few years. By the end of it, we will reach the...

Rethinking leadership models after COVID-19

Publicado en línea: 31 dic 2021

Páginas: 494 - 504

DOI: https://doi.org/10.2478/picbe-2021-0045

Palabras clave
Leadership model, COVID-19, Sustainability, Business environment, Post pandemic, Culture, Innovation

© 2021 Teodora Abramiuc Todoran et al., published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.

Rethinking leadership models after COVID-19

Publicado en línea: 31 dic 2021

Páginas: 494 - 504

DOI: https://doi.org/10.2478/picbe-2021-0045

Palabras claveLeadership model, COVID-19, Sustainability, Business environment, Post pandemic, Culture, Innovation

© 2021 Teodora Abramiuc Todoran et al., published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.

Palabras clave
Leadership model, COVID-19, Sustainability, Business environment, Post pandemic, Culture, Innovation