A strange situation indeed: Fostering leader–follower attachment security during unprecedented crisis

Abstract

PurposeWe discuss how attachment theory can help leaders maintain security in their relationships with followers during crisis, using the COVID-19 worldwide pandemic as an example. We describe how the COVID-19 pandemic has undermined the typical ways leaders may have fostered secure relationships with their followers. Guided by Lewin's action research paradigm, we integrate research on attachment theory with recent research on the COVID-19 pandemic to present leader interventions to maintain attachment security in spite of the disruption caused by COVID-19. We then discuss how these propositions can guide leader interventions in other types of crisis.Design/methodology/approachAttachment theory has received considerable attention in recent years from management and leadership scholars. We extend this line of inquiry by drawing parallels between the strange situation, a now classic paradigm for researching infant–caregiver attachment systems, to understand attachment security in leader–follower relationships during times of crisis.FindingsWe find that the crises such as COVID-19 present a challenge to attachment security in leader–follower relationships. We also find that research on adult attachment in response to crises and traumatic events is relevant to understanding how leaders can foster positive relations with followers during times of crisis when physical proximity is not possible.Originality/valueWe apply attachment theory and leadership research to present a framework for leadership during the COVID-19 pandemic; however, many of our theoretical assertions and related interventions could be applied to other unprecedented crises that disrupt leader–follower relationships. Hence, our paper offers a unique lens that is centered on the attachment security within the leader–follower relationship during crisis.

Corporate Fight against the COVID-19 Risks Based on Technologies of Industry 4.0 as a New Direction of Social Responsibility

“…The results obtained clarified the concept of corporate social responsibility through the prism of the COVID-19 crisis. In contrast to the existing work of Hinojosa et al (2020); Norris et al (2020);and Popkova et al (2020); Issa et al (2021); Vasenska et al (2021) this study led to the following new results:…”

“…The significance of corporate social responsibility for sustainable development is noted in the works of ; Bhattacharyya and Jha (2020);Milwood (2020). The specific features of manifesting corporate social responsibility amid the COVID-19 crisis are outlined in the works of Hinojosa et al (2020); Norris et al (2020);and Popkova et al (2020).…”

Multilevel analysis of resonant leadership and subordinate’s work performance during COVID-19: a study of the indian software industry

“…The use of relational-oriented behaviours can be advantageous in the context of COVID-19 (Hinojosa et al, 2020 ) for posing stronger identifications with a leader and leader effectiveness (Derue et al, 2011 ; Wagner et al, 2013 ). However, leadership effectiveness can be more effectively studied by examining its reciprocity wherein the work outcomes of subordinates play a vital role.…”

“…The findings of our study indicate that the guaranteed effectiveness of psychological resources is subjected to the conditions of organisational intervention to bolster it (Luthans et al, 2008 ). In terms of the cultural relevance of a resonant leader, the renewal and growth of subordinates’ psychological resources should be the major focus of the leader to increase the subordinates’ security and emotional proximity in the leader–subordinate dyad (Hinojosa et al, 2020 ). The relationship between resonant leadership and employee psychological capital is affected by the leader’s androgynous identity.…”

“…The outbreak of the coronavirus disease 2019 (COVID-19) pandemic has resulted in a paradigm shift in the working style and work performance of employees (Carnevale & Hatak, 2020 ) as well as the leader–subordinate interaction in digital space (Hinojosa et al, 2020 ) because of the pressing need of techno-dexterity for the dispersed workforce. The majority of Indian information technology (IT) companies have resorted to rigorous employee performance metrics and massive retrenchment and pay cuts amid the pandemic (Mohapatra, 2020 ).…”