Public Leadership during the COVID-19 Pandemic: Can Leadership Theories Explain It?

Abstract

This study analyses the emergent activities of public leaders (PLs) during the COVID-19 pandemic. Are the activities of PLs associated with their performance, and do leadership theories explain the activities of such leaders? The findings of 18 articles published in 2020 were summarized and 10 themes were constructed from the words and phrases found in the findings. High-performing PLs and collaborators analyse the context, make decisions and implement interventions urgently. They mobilize people to adhere to preventive health practices, communicate empathetically, show masculine and feminine behaviours, interpersonal sensitivity and they are resilient and tech-savvy. They address emerging discrimination, attempt to reduce economic hardships, collaborate with multiple sectors and display valued behaviours. Multiple theories model their behaviours, which can be subsumed under adaptive leadership. Adaptive and flexible leaders show context sensitivity, focus on the present, learn constantly, foster cross-sector collaborations, deliver on a shared purpose and implement activities congruent with situational requirements to halt the spread of and death from coronavirus. Adaptive responses spread to other leaders, COVID warriors and public.