COVID-19 outbreak has caused many changes in employees' routine and activities, as well as in managerial leadership styles in mitigating the COVID-19's implications. During the COVID 19 era, leadership practices have been criticized as insignificant. To a considerable degree, this is due to the reactive mode and mismatching solutions offered to the prevailing situation by leaders in trying to enhance employees' perceptions in their safety, welfare and work tools support. However, as transformational leadership is the most suitable leadership style to lead human resources in uncertain environments. The objective of this research is to examine transformational leadership role on work performance among Beverage's manufacturing companies who have been working during the pandemic. This is quantitative research which comprises of a sample of 369 employees who were selected using probability sampling where a self-administered survey questionnaire was administered on employees and the responses were analyzed using various statistical techniques. The results show that each dimension of transformational leadership predicts work performance, although not at the same extent. This pandemic inevitably pushed for new leaderships skills that can become an integral part of the post-pandemic world. Hence the research provides important practical implications for improving employee's performance through appropriate leadership traits.
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