Research Paper

Purposed title: “Impact of covid-19 on organizational leadership”

Problem statement:

Powerful leaders in most countries didn't effectively tackle the pandemic. In countries with

moderate mortality rates, success has been partial because of the poor behaviour of leaders,
agents, or followers. The complex interdependence between leadership and governance as well
as the abrupt organizational changes brought on by the pandemic, have amplified the balance
between leadership and managerial activities at all levels of the organization.

Research questions:

 How actual and emergent leaders can capitalize on crisis-related leadership skills to either
consolidate or develop their identities as leaders?
 What are the leadership competencies required during and post times of crisis?
 What roles do human resource development practitioners envision to support their
organizations during and post times of crisis?
 How effective leadership bring positive change that helps the organization to improve
and be innovative in the current business environment.
 Do leadership or leaders and effective leadership matter and positively effect on
organizational outcomes? 
Objective:
 To investigate the impact of COVID-19 on leadership in organizations based on trust,
communal relationships, and social exchange relationships. 
 To know how leadership is under crisis because of the COVID-19.
 To report on leadership effectiveness regarding employees’ work performance in virtual
settings brought on by the COVID-19 pandemic.
 To explain effective leadership and how it can bring positive change that helps the
organization to improve and be innovative in the current business environment.
Hypothesis:
H0: Covid-19 has no impact on organizational leadership.
H1: Organizational leadership has been greatly affected because of the pandemic.
 Literature review:

Maham Aziz
The year 2020 are going to be remembered because the year of the foremost vital world
pandemic. At an international, national and community level, leaders across all sectors are
needed to reply to each direct and indirect effects of this crisis, with very little time for
preparation, and in a very perpetually dynamic setting (Susannah Ahern, Erwin Loh,
2020).Researchers replicate critically on the leadership and management activities of boards to
grasp the implications of this crisis on governance. Researchers council that organization with
governance configurations to predictable environments can typically expertise larger shifts
between management and leadership activities as they move through the stages of the covid-19
crisis (Caitlin McMullin, 2020).

Nimra javed

Sensible managers want glorious leadership skills. Literature shows that leaders’

success underneath crises is basically hooked in to their ability to method data, act on it, and
influence others at intervals and out of doors of their organization.
While these skills lay at the core of the leaders’ tasks despite circumstances, crises bring
them further demands and challenge (BAR, Braz, 2020). These ways impact the trust, communal
relationships, and social exchange relationships among structure workers. The trust, communal
relationships, social exchange relationships, and leadership in a company are a
noteworthy issue, notably within the COVID-19 time, since the role of leaders is
incredibly crucial for maintaining structure property (James K.C. Chen, 2021).

Hira Batool:

The current situation is very troubling, given the growth of COVID-19 infections all over the
world. Why are citizens not acting rationally and contribute to the public good? Why distrust
science (Thorp, 2020) and growing skepticism. Although scientists are being admonished to join
in the battle against misinformation (Fleming, 2020; Thorp, 2020), I believe that efforts to thwart
the disease will not be fruitful unless political leaders exert their influence, promote what science
has to say, clearly communicate evidence-based policies, and then role-model desired actions.
 Theoretical Framework

Independent
variable Dependent
variable

Covid-19 factors

Trust Employee
performance

Social Exchange
Relationship
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