Covid Research Roundup: How the Pandemic Changed Management - Sun and Planets Spirituality AYINRIN

 Covid

Research Roundup: How the Pandemic Changed Management - Sun and Planets Spirituality AYINRIN 

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Summary.   

Researchers recently reviewed 69 articles focused on the management implications of the Covid-19 pandemic that were published between March 2020 and July 2023 in top journals in management and applied psychology. The review highlights the numerous ways in which employees, teams, leaders, organizations, and societies were impacted and offers lessons for managing through future pandemics or other events of mass disruption.

The recent pandemic disrupted life as we know it, including for employees and organizations around the world. To understand such changes, we recently reviewed 69 articles focused on the management implications of the Covid-19 pandemic. These papers were published between March 2020 and July 2023 in top journals in management and applied psychology.

Our review suggests that the pandemic affected employees and organizations in critical ways — as a catalyst for remote work, a disruptive event, a source of uncertainty, a reminder of mortality, a resource constraint, a cue for adaptation, and a stressor.

As described below, the studies we reviewed found significant implications for individuals, teams, leaders, organizations, and society as a whole. By understanding what happened during this pandemic, organizations may be better prepared not only for the next pandemic but also for other extraordinary “black swan” events.

Impact on Employees

For individuals, the pandemic created ongoing anxiety, stress, and uncertainty, which affected performance and burnout. Of course, a key source of stress for many was the abrupt switch to working from home. Not only did employees suffer from the direct effects of working through screens (e.g., videoconference fatigue), but many employees were also unsure how to respond to the blurring of work-nonwork boundaries. For instance, juggling the simultaneous demands of work and home proved to be most potent for working women and dual-career couples who were burdened with strategizing childcare while schools were closed.

Relatedly, conscientious employees, who are usually among the highest performers in organizations, struggled with the ambiguity of remote work and experienced higher levels of stress. Those searching for work also experienced heightened levels of stress and anxiety as the uncertainty of the pandemic permeated the job market as well. (Interestingly, research found that recruiters were more interested in hiring entrepreneurial job applicants during this period.)

Research also revealed myriad ways that employees adapted to these stressful conditions. At a practical level, some were able to lessen the need to always be “on” during virtual meetings by turning off their video or microphone. Research also found that first responders, who experienced considerable stress due to their role on the frontlines of the pandemic, often coped better than the general public because they possess certain traits, such as proactive personality, that are more common among workers in these professions.

More broadly, pandemic conditions prompted people to search for meaning and purpose in their work and led applicants to weigh the benefits of pursuing a dream job. As the pandemic increased employees’ awareness of, anxiety about, and reflection on their own mortality, some withdrew, while others became more prosocial and creative.

What surprised us most was the degree to which employees’ well-being was influenced by political beliefs and nonwork behaviors, such as perceived invulnerability, belief in conspiracy theories, and the amount and nature of the news they consumed.

Impact on Teams

During this period, work teams often became a place of respite and refuge from pandemic stress. Members of more compassionate teams felt safer to speak up more at work during the pandemic.

Further, teams that discussed together what was happening during this time formed stronger bonds among their members; these positive outcomes were weakened, though, when teams worked virtually rather than in person. Also, some who worked in teams coped by trying to connect and/or reconnect with members of different work teams who they had not intentionally sought before.

Impact on Leaders

The pandemic also brought out the best in some leaders. Like employees, many leaders considered their mortality and contemplated what kind of leader they wanted to be. One study found that such self-reflection led some CEOs to increase charitable giving to the community.

Leaders who supported health and safety elicited positive responses from their employees and facilitated employees’ engagement and successful transition back to work. CEOs who were able to provide clear direction to subordinates contributed to higher organizational performance. However, in some cases, followers became too dependent on their leaders.

Unfortunately, this time also brought out the worst in some leaders. Those who used racially stigmatizing labels for the virus created an even greater burden for some employees. Narcissistic leaders increased the uncertainty for middle managers who looked to them for support during this time. Although some female managers experienced heightened challenges due to the loss of childcare, our review also found that female leaders were more effective than male leaders in displays of empathy and confidence, leading to better outcomes.

Impact on Organizations

Organizations were forced to make many crucial decisions during this time, mostly with very little precedent or guidance to follow. Some companies were confused about whether to stay open or close and looked to each other for cues; others had to make key decisions about pricing, financing, and the use of government assistance. Our review found that organizational support was critical for employees, and stakeholders also appreciated such efforts. To prepare for future shocks, it would be prudent for organizations to develop supportive cultures now.

The politicization of the pandemic affected decisions about how organizations communicated with stakeholders. Importantly, the kinds of investments organizations made before Covid-19 influenced organizational decision-making during the pandemic — for example, organizations that already been investing in human capital opted not to reduce costs through layoffs.

Impact on Society

The world became smaller as people around the globe dealt with the same unique challenges and struggles of the pandemic. There was a general agreement in public sentiment toward the benefits and challenges of remote work.

However, there was disagreement on what an effective response looked like. Our review also found that cultural differences and a country’s previous experience with pandemics influenced citizens’ responses to lockdowns and compliance with social distancing. Moreover, commonly used labels like “essential” and “nonessential” workers affected attitudes and behaviors. Surprisingly, being labeled as a hero did not always lead to positive outcomes; in fact, many “essential workers” viewed the label with skepticism.

. . .

Altogether, our review highlights the numerous ways that employees, organizations, and societies were impacted by the Covid-19 pandemic. While medical researchers are considering how the lessons learned can help us prepare for future pandemics, it would be useful for managers and organizations to spend more time doing the same.

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