Trust Leadership: A Work-from-Home Scenario in IT Sector During the COVID-19 Pandemic

Rahul, P. R. C.

doi:10.1177/22786821211047613

Cited by 4 publications

(2 citation statements)

References 40 publications

(48 reference statements)

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“…Rahul obtained 205 cross-sectional data points from Indian IT employees, and the results indicated a positive relationship between leadership trust and communication, decision-making, integrity, and motivation. This shows high levels of trust among IT employees during the COVID-19 pandemic [29].…”

Section: Other Styles Of Leadershipmentioning

confidence: 81%

Effective Leadership for Knowledge Sharing by Enterprise Social Networking (ESN) during Crisis

Zhou¹

2023

Business, Management and Economics

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This chapter explores effective human resource development strategies during and post-crisis. Particularly, during the COVID-19 pandemic crisis, the remote and hybrid measures taken by multinational corporations (MNCs) play a significant role in the development of people. According to previous literature, the internal enterprise social network (ESN) of MNCs, localization of human resources in overseas subsidiaries, and flexibility and resilience of human resource systems have a positive impact on people’s development during this crisis. Leadership has a moderating effect on using the internal ESN for remote learning, people development performance, and organizational resilience building via crises. Based on a literature review and theoretical analysis, this chapter puts forward several propositions to clarify the kind of leadership and leadership competencies that positively influence knowledge sharing through ESNs and organizational resilience innovation. Suggestions for leadership development. This chapter serves as a good reference for both business professionals and academic researchers. It provides original suggestions for both MNCs and small and medium-sized enterprises.

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Section: Other Styles Of Leadershipmentioning

confidence: 81%

Effective Leadership for Knowledge Sharing by Enterprise Social Networking (ESN) during Crisis

Zhou¹

2023

Business, Management and Economics

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“…A bizalom a vezetés egyik kulcstényezője, napjaink szokatlan és gyorsan változó világában megnő a biztonság és a bizalom iránti igényünk (Dwivedi et al, 2020), továbbá a világjárvány is hatással volt a vezetői bizalmi tényezőkre (Rahul, 2021).…”

Section: Vezetés éS Bizalomunclassified

Bizalom és vezetés a nemzetközi és hazai szakirodalom tükrében – Szövegbányászattal támogatott szisztematikus irodalomkutatás

Hornyák,

Kuráth,

Gyarmatiné Bányai

2024

Veztud

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A mai gyorsan változó világban a bizalom az egyik legfontosabb területe a vezetésnek, ezért a szerzők célja, hogy a témakörben a 2012 és 2022 között publikált nemzetközi és hazai irodalmakat elemezzék, kiemelten kezelve a hazai jellemzők, főbb kutatási témák bemutatását. A téma feldolgozása során szövegbányászati adatfolyamat kialakításával szisztematikus irodalomkutatást végeztek a megismételhető kutatási paradigma figyelembevételével, amelyhez a kapcsolódó tudományterületek, valamint a „Üzlet és gazdaság” kutatási terület Web of Science adatforrásaira támaszkodtak. A nemzetközi elemzést több mint 2500 közgazdaságtudományi cikk, a hazai, mélyebb elemzést pedig több mint 90 különböző tématerületi publikáció absztraktja alapján és a leadership/leader és trust kulcsszavak mentén végezték. A tanulmányban három kutatási kérdés mentén foglalják össze a nemzetközi sajátosságokat (főbb tudományterületek, üzleti és gazdasági tudományok tanulmányainak, hivatkozásainak időbeli alakulása, kutatóhelyei), valamint a hazai jellemzőket (főbb tudományterületek, tanulmányok és hivatkozások időbeli alakulása, kutatóhelyek, szerzők) és a kutatási témák algoritmussal támogatott elemzését mutatják be.

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Leadership Style During and Post Covid19 in Corporate: A Study of Humanity Approach With Employees

Amrutrao

2022

Int. J. Eng. Tech. Mgmt. Res.

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The COVID-19 pandemic has changed the world's mind set towards people, systems, food, and society. Nature's ultimate power has always been remarked by its own. The government takes steps to raise public awareness of any problem, but we found very little response from the general public. Consider a drought situation in which an awareness programme is carried out to encourage people to use water sparingly. If a draught situation persists for a long time, ultimately, people respond very well. It concludes that nature always shows its presence. After globalisation, the world becomes a single village. Technology and trends affect each other very quickly, and the same happens with problems like COVID-19. It reaches the worlds every part very quickly. It also forces people to change their minds and souls. Human resources are a powerful source for various organisations. Prior to the pandemic, leadership expected high performance from all human resources within limited resources. In many cases, the human aspects of the employees were neglected. The words like deadline, work completion, agreement, order, performance, and act are used regularly during work hours. During the pandemic employees, company locations, and leaders were split, and it was very difficult to reconnect everything. Achieving organisational goals in that tough situation was an out of box idea for many companies. Most of them found a way to get out of it. It has been observed that people who have held positions of leadership in an organisation change their leadership style for a variety of reasons. The style of leadership used in the pandemic has now been carried out in the different fashion.

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Trust Leadership: A Work-from-Home Scenario in IT Sector During the COVID-19 Pandemic

Cited by 4 publications

References 40 publications

Effective Leadership for Knowledge Sharing by Enterprise Social Networking (ESN) during Crisis

Effective Leadership for Knowledge Sharing by Enterprise Social Networking (ESN) during Crisis

Bizalom és vezetés a nemzetközi és hazai szakirodalom tükrében – Szövegbányászattal támogatott szisztematikus irodalomkutatás

Leadership Style During and Post Covid19 in Corporate: A Study of Humanity Approach With Employees

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