Leadership Styles in Implementing Change During and After a Crisis: A Theoretical Exploration

Abstract

This article explores the critical role of leadership styles in successfully implementing change during and after a crisis. It begins with the assumption that the leaders’ capability to navigate the unique challenges associated with each period is a crucial factor in achieving successful change outcomes. Considering the continuous and unpredictable nature of global challenges such as COVID-19, war, and climate change, along with the specific leadership skills required to address crisis-related challenges, the article aims to address two key questions: Firstly, which leadership style is most effective in implementing change during crisis management? Secondly, which leadership style most effectively implements change after a crisis? The article identifies essential leadership behaviours, strategies, and challenges associated with change implementation during and after crises through a theoretical exploration drawing on existing literature and frameworks. The research findings provide valuable insights for leaders and organisations undertaking change initiatives triggered by crises, highlighting the significance of leadership styles in driving successful outcomes during and after a crisis. By understanding and leveraging appropriate leadership styles, organisations can enhance their ability to navigate change and achieve resilience in the aftermath of a crisis.