Restaurants under COVID-19 knife

Purpose: Drawing upon conservation of resources (COR) theory and social exchange theory (SET), this study aims to empirically test a conceptual model in which social loafing (SLof) acts as a mediator in the relationship between fear of COVID-19 (FoC-19) and organizational deviant behaviors (OD). Additionally, the model proposed the moderating effect of servant leadership (SL) in the relation between FoC-19 and SLof. Design/methodology/approach: The relationships were examined using structural equation modeling with LISREL (linear structural relations) 8.30 using data from front-line restaurant employees and their supervisors in India using a time-lag design. Findings: Results suggest that SLof mediates the effects of FoC-19 on OD. Additionally, the results confirm that SL moderates the relation between FoC-19 and SLof. Research limitations/implications: It would be beneficial to increase the knowledge concerning the other potential outcomes of SLof. Moreover, it would be helpful to examine other probable moderators like trust in supervisor and supervisor support to understand whether they can have an interfering role in mitigating and minimizing SLof among restaurant employees. Practical implications: Based on the findings, restaurant managers should pay sufficient attention to and carefully choose the leadership approach they apply in their workplaces. Restaurant managers would try to establish a bond with their employees by showing them empathy and paying attention to their emotional needs. The authors also suggest leaders who are leading people through crises make their employees understand why their job is important, rejuvenate their sense of attachment to their groups and organizations, and set clear directions for their employees. Originality/value: The current study adds to the existing literature by investigating the effects of FoC-19 on front-line employees using data collected in the Indian restaurant industry. This empirical study will enrich the authors' knowledge and understanding of the effect of SL to reduce the positive impact of FoC-19 on SLof. © 2023, Emerald Publishing Limited.

Did destructive leadership help create the conditions for the spread of Covid-19, and what are the early warning signs?

This research asks: ‘were there any objectively identifiable signals in the words leaders used in the early stages of the Covid-19 pandemic that can be associated with ineffective management of the crisis?' We chose to focus on the leaders of the two English-speaking nations that fared worst and best in the pandemic, the United States and New Zealand. By way of background and in order to contextualise the research, we compared and contrasted Trump's and Ardern's leaderships using the toxic triangle framework of destructive leadership. We then focused on the leader behaviour element of the triangle by using computerised text analysis (CTA) to analyse Trump's and Ardern's public pronouncements during the critical early stages of the pandemic. Based on a similarity index (S), we identified linguistic markers associated with destructive leader behaviours and negative outcomes (Trump) and non-destructive leader behaviours and positive outcomes (Ardern). We discuss future applications of these linguistic markers for the diagnosis both of incumbent and potential leaders' responses to crises management. © The Author(s) 2022.

Learning and Adaptation During the Covid-19 Pandemic: Colleges of Education as Hubs for Leadership and Innovation

The Covid-19 pandemic greatly disrupted educational systems around the world. Gi-ven their extensive stakeholder network, Schools and Colleges of Education played an important role in providing leadership across all dimensions of education throug-hout the pandemic. This paper presents results from an interview-based study of Deans of Schools of Education in the United States with a special focus on how they sought to address issues of diversity, equity and inclusion throughout the pan-demic. Results show that while there was a great deal of variability in the responses of Deans and Schools of Education many promising practices emerged that are po-tentially scalable and shareable to other institutions.

Learning and Adaptation During the Covid-19 Pandemic: Colleges of Education as Hubs for Leadership and Innovation

The Covid-19 pandemic greatly disrupted educational systems around the world. Gi-ven their extensive stakeholder network, Schools and Colleges of Education played an important role in providing leadership across all dimensions of education throughout the pandemic. This paper presents results from an interview-based study of Deans of Schools of Education in the United States with a special focus on how they sought to address issues of diversity, equity and inclusion throughout the pan-demic. Results show that while there was a great deal of variability in the responses of Deans and Schools of Education many promising practices emerged that are po-tentially scalable and shareable to other institutions.

Leadership in a Time of Pandemic: Dealing with the COVID-19 Outbreak

This paper means to examine public leadership models in various countries in the face of the COVID-19 pandemic, both in responding and making policies. This study uses a bibliometric analysis approach with two analytical models, namely search result analysis and VOSviewer. This research data uses 545 international indexed scientific documents (Scopus) in the form of articles, reviews, notes, editorials, letters, conference papers, and book chapters. Data is collected using the keyword "Leadership COVID-19” and is limited to 2020–2021. This study found that the trend of journal articles related to leadership at the time of COVID-19 in 2021 was growing quite rapidly with a total of 363 publications. The results of this study also found that the policy model used in several countries in dealing with the COVID-19 pandemic was using a normative policy model. In addition, the leadership model used by several governments in various countries is the transformational leadership model. © 2023, The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.

The rise (and almost fall) of Maneli Pets

Learning outcomes: At the end of the case discussion, students should be able to:▪ analyse and discuss networks as a form of social capital;▪ identify and discuss alternative growth strategies for an small, medium, micro enterprise (SMME) in the context of prevailing challenges;▪ use the six domains of the entrepreneurship ecosystem to identify and discuss factors that enhance and challenge a business with particular reference to an SMME;and▪ analyse and understand the key dimensions of entrepreneurial behaviour using the case protagonist as an example. Case overview/synopsis: Nhlanhla Dlamini, the managing director of Maneli Pets based in Johannesburg, South Africa had opened an office in Cincinnati in the USA in July 2019 to take over the distribution and marketing of the company's high-quality protein pet treats. Just over eight months later, the COVID-19 pandemic exploded across the world resulting in unprecedented disruption to people's lives, world trade and the global economy.Now, in June 2022, Dlamini contemplated the successes and challenges he had experienced since starting Maneli Pets in 2016, not least of which was parting company with US-based Novel Dog LLC, which had previously marketed and distributed the pet treats. He had built an internationally accredited factory from scratch, produced pet products and a brand that was appealing to the competitive international market, and exported to 12 countries around the world. However, Dlamini had also faced the retrenchment of a large number of staff, the breakdown of the relationship with Novel Dog, the difficulties of setting up a distribution business in the USA along with overseeing the South African factory, and in September 2019, his co-founder, Sipha Ndawonde, had left Maneli Pets.Maneli Pets had served Dlamini's philanthropic purpose of creating jobs and contributing to the growth of the South African economy. Despite the setback of parting ways with Novel Dog, he hoped to continue to create jobs and return to and exceed the staff numbers he had achieved by 2018, regardless of the hard work involved.In his dual position of managing director of Maneli Pets, based in Johannesburg, and sales director of the distribution and marketing arm, Nandi Pets Inc. in Cincinnati, Dlamini had a global view of the companies' financials that he realised had been missing initially. Would the new structure of Maneli Pets he had created in 2019 in a pre-pandemic world see the company profitable by the end of 2022? What else could he do to take the company to the next level? Complexity academic level: MBA, Masters in Management, Postgraduate Diploma in Business, Executive Education short courses. Supplementary materials: Teaching notes are available for educators only. Subject code: CSS 3: Entrepreneurship. © 2023, Emerald Publishing Limited.

Changes in online course designs: Before, during, and after the pandemic

The switch to emergency remote teaching during the COVID-19 pandemic became for many university instructors a necessity to familiarise themselves with the institution's online learning management system (LMS). This switch to online teaching made learning activities, course design patterns, and pedagogical approaches more visible than during face-to-face teaching. Furthermore, the process of translating physical learning activities to the digital space was challenging and needed institutional and leadership support. This paper presents an analysis of the changes made to the learning designs of 102 courses in a university's LMS before, during, and after the pandemic. Using descriptive statistics and Epistemic Network Analysis we used LMS data to explore the use of LMS features revealing not only the overall university trends, but also faculty differences. In addition, we compared the learning activities as described in course descriptions with the actual learning activities designed in the LMS. Our findings show that although the switch to emergency remote teaching forced many instructors to change the learning designs of their courses, some instructors reverted to their pre-pandemic learning designs after the pandemic, while other instructors did not change their learning design during the pandemic at all. In addition, we identified a positive trend of an increased use of activity features in the learning management system. Finally, we reflected on the importance of the university leadership supporting the digital transformation. Copyright © 2023 Misiejuk, Ness, Gray and Wasson.

Organization citizenship behaviour among indian nurses during SARS-COV-2: A direct effect moderation model

The pandemic COVID has engulfed the entire world in general and India in particular. Almost the entire country is under lockdown now and then forcing the people to stay inside their homes for the safety of themselves and others. There is one section, i.e. Indian nurses, which is braving against all odds to ensure the proper functioning of the health care system and educate and persuade the patients and their relatives. This has necessitated the nurses to go an extra mile reflecting a sense of responsibility towards patients, colleagues, hospitals, society, and nation and discharge their duties performing activities beyond the formal job descriptions, formal reward system, or direct and explicit recognition. In the present study, the researchers have empirically investigated the nature, extent, and mechanism of the impact of variables transformational leadership, job satisfaction, and emotional intelligence that lead to nurses displaying the organizational citizenship behaviour at this unprecedented juncture of time in India. © 2022, The Author(s), under exclusive licence to Springer Nature B.V.

93. Institutional Benchmarking Survey: Registered Dietitian Practices in Outpatient Pediatric Eating Disorder Care

Purpose: An interdisciplinary team approach is recommended by numerous practice guidelines for management of eating disorder (ED) care in pediatric populations. Registered dietitians (RDs), with their unique clinical nutrition knowledge and skill play a valuable role in treating adolescents with eating disorders and their inclusion on an interdisciplinary team is integral to the team approach. Despite this, there is little guidance on standards of care for RDs working in this setting, as well as limited research on outcomes of RD managed nutrition support which may result in inconsistent and inequitable care. During the COVID-19 pandemic, cases of youth presenting with eating disorders have increased causing unprecedented demands on healthcare resources. The pandemic has also resulted in the rapid evolution of care delivery models, including the wide adoption of telemedicine services. This study fills a considerable gap in the evidence base by seeking to understand RD practices across institutional pediatric outpatient eating disorder care settings. This is a vital step to inform the development of care standards and pave the way for future research to assess outcomes of RD involvement in eating disorder care. Methods: We surveyed 18 dietitians at tertiary care institutions across all regions of the United States using a 24-question web-based questionnaire. Participants were recruited by purposeful sampling of institutional program RDs following email referral by medical leadership in affiliated eating disorder programs. Our survey addressed topics such as frequency and duration of nutrition appointments, individuals present for nutrition appointments, use of family-based treatment (FBT), content and approaches included in nutrition appointments, and disciplines with whom RDs coordinated care. Results: Most RDs surveyed practiced within interdisciplinary teams utilizing a Family Based Treatment (FBT) approach. A majority of respondents used telemedicine for at least a portion of their eating disorder appointments;nearly half of respondents (47%) reported using telemedicine for 50-100% of their eating disorder appointments. Survey responses regarding care delivery topics, such as visit frequency and duration, nutrition education content, and approach were highly variable among participants. Conclusions: This study maintains that RDs prioritize individualized care, however it highlights a gap in guidance and practice standards for their role in outpatient eating disorder care. Furthermore, our results emphasize the importance of addressing variability in nutrition practice when interpreting outcomes of RD involvement in eating disorder care. With recent changes in health care delivery as a result of the COVID-19 pandemic, there is value in understanding how nutrition care is evolving in order to meet all patient's needs. Sources of Support: Seattle Children's Hospital provided statistics support. No funding was provided.

Sharing Lessons From Successes: Long-term Care Facilities That Weathered the Storm of COVID-19 and Staffing Crises

Purpose: To identify leadership styles and staffing strategies in Missouri long-term care (LTC) facilities that stood out among their peers as "positive deviants" with regard to COVID-19 infections and staffing shortages. Methods: Statewide survey of all LTC facilities to identify exemplar facilities with stable staffing and low rates of COVID-19. Interviews with senior leaders were conducted in 10 facilities in the state to understand the strategies employed that led to these "positive outliers." A result-based educational program was designed to describe their actions and staff reactions. Results: Exemplar leaders used transformational leadership style. Top reasons for their success were as follows: (1) trusting and supportive staff relationships;(2) positive presence and communication;and (3) use of consistent staffing assignments. Strong statewide participation was noted in the educational programs.

Wearing leadership bi-focals in the post-pandemic university

Purpose: This paper aims to provide insight for higher education leaders about how to navigate the immediate needs and long-term needs of an institution. COVID-19 disrupted higher education in unprecedented ways, but the post-pandemic world is proving to be just as challenging – if not more so. Presidents and higher education leaders must be nimble, prepared and multi-skilled to address immediate challenges while making the tough strategic decisions to ensure that colleges and universities remain viable and sustainable for generations to come. Design/methodology/approach: This discussion focuses on the dual vision and the leadership skills that are essential in addressing both the short-term and long-term threats to colleges and universities resulting from the COVID pandemic (wearing leadership bi-focals). It analyzes the post-pandemic trends that are adversely impacting the future of higher education and details how the President is guiding her team at the University of La Verne through this generational crisis – a process she describes as wearing leadership bifocals. Findings: What began as a sudden global health crisis has shaken institutions of higher education to their core, challenging some of the very foundations upon which they were built. By adopting a bifocal strategy, the University of La Verne can more clearly assess the challenges it faces in the post-pandemic world and the new opportunities around the corner. While this approach ultimately is a team effort, effective implementation requires leadership from the top. The entire campus community is depending on the President to inspire and lead. Research limitations/implications: Much has been written about leadership during these troubling times in higher education. This paper is intended hoped to offer a best-practices approach for college and university Presidents in engaging their campus communities in addressing the short- and long-term challenges facing them. Originality/value: The author's lengthy experience as a University president and Provost – along with a focus on communication skills – provides a unique framework for addressing the complex challenges confronting higher education. © 2022, Emerald Publishing Limited.

Crisis of capitalism and cycles of right-wing populism in contemporary Turkey: The making and unmaking of Erdoğanist hegemony

This paper analyses the right-wing populist rule of Recep Tayyip Erdoğan's Adalet ve Kalkınma Partisi (AKP) in Turkey, focusing on the crisis of capitalism, emerging discontent in the rural populations, and opportunities for and obstacles to a successful left-wing populist mobilisation. We put forward three arguments. First, through an examination of the historical evolution, class-based and social-demographic foundations of the ruling right-wing populist alliance between the AKP and the Milliyetçi Hareket Partisi (MHP), we argue that the MHP is a more classical case of far-right populism, whereas the AKP is a "heterodox” case that borrows several elements from the left. These "heterodox” features of the AKP, together with the interlinked crisis of the 1990s, played a significant part in the support the AKP received from the subordinate majority. Second, we argue that the success of the AKP's hegemonic right-wing populism from 2002 to 2013 was linked to an unusually favourable macro-political-economic climate that helped the AKP counterbalance its neoliberal policies with pragmatic social assistance programmes. However, together with the disappearance of this macro-political-economic climate in the second decade of its rule (2013-present), the disastrous consequences of the AKP's neoliberal policies became more explicit, and the AKP's populism moved from a hegemonic to an authoritarian right-wing populist type. Third, we claim that today, due to the deepening of the current economic crisis (further exacerbated by the Covid19 pandemic), the AKP's cross-class alliance began to break down, and the rural movements in the Turkish countryside have been playing a major role in unmaking the AKP's hegemony. However, in the absence of a strong left-wing populist movement with a stronghold in the Turkish countryside, emergent possibilities for a radical progressive transformation are not utilised. Instead, the groundwork is being laid for another wave of right-wing populism. © 2022 The Authors. Journal of Agrarian Change published by John Wiley & Sons Ltd.

Personal growth or servant leader: What do hotel employees need most to be affectively well amidst the turbulent COVID-19 times?

With a focus on serving employees' highest priority needs, servant leaders can promote affective well-being. An important mechanism by which this relationship may manifest is through elevating employees' personal growth, which elicits positive effects that are connected with feelings of affective well-being. However, in turbulent times, furloughed employees may appreciate having a leader who cares for them and is attentive to their needs rather than experiencing personal growth. Using structural equation modeling to analyze a sample of 205 Spanish hotel employees after the first wave of the COVID-19 pandemic, we found that servant leadership increased the affective well-being of employees both directly and by elevating their personal growth. A multigroup analysis, together with the fuzzy-set qualitative comparative analysis, also revealed that, for active employees, both having a servant leader and experiencing personal growth were important for feeling affective well-being. However, for furloughed employees, only being supported by a caring leader was important. Thus, we shed new light on the mechanisms underlying the positive effect of servant leadership on employees' affective well-being and how this link works in times of severe change, such as those caused by the pandemic.

Backtalk: What principals need to know to respond to a crisis

Principals face unexpected crises, big and small, regularly. Yet, as the COVID-19 pandemic illustrated, they aren't always prepared for them when they come. Mario Jackson describes some of the challenges principals faced during the pandemic and the specific attributes that helped them manage. Specifically, equity-oriented leadership, crisis communication, and emotional intelligence skills were crucial to leaders during the pandemic. These skills can be beneficial in a variety of crises, and Jackson suggests that principal preparation programs help leaders grow in these areas. © 2023 by Phi Delta Kappa International.

Managing organizational change in responding to global crises

To cope with global crises, organizations go through various internal changes and adopt different survival strategies. Several researchers and practitioners have highlighted that employees are the key factors in implementing such changes. However, organizations often face difficulties in managing manpower effectively due to the complexities and ambiguities related to the said changes. To address this challenge, the present study proposes a comprehensive model to manage organizational change to effectively respond to global crises. This study highlights that "employee change-championing behavior” (ECB) – also known as effective change-supportive behavior of employees – is the key to successfully implementing the necessary organizational changes to tackle global crises. Utilizing the 3-Stage Lewin's Model of Change as the foundation for analysis, this study proposes for "transformational leadership style” to substitute the "unfreezing stage,” "trust in leadership and work engagement” to substitute the "moving stage,” and "employee change championing behavior” to substitute the "refreezing stage.” Additionally, this study found that transformational leadership (TL) influences employee change-championing behavior, while employee trust in leadership (ETL) influences employee work engagement (EWE). Moreover, trust in leadership and work engagement individually and sequentially mediate the relationship between TL and employee change-championing behavior. This study offers a unique perspective for business leaders on how to manage organizational changes during global crises. © 2022 Wiley Periodicals LLC.

School leadership in uncertain times: identifying dimensions of effective principal leadership

Through this study, we address the challenges that U.S. principals faced in the recent COVID crisis and analyse their leadership responses. Our purpose for this study was to identify the leadership practices of school principals that are effective in navigating a school crisis. We used the three dimensions identified in the National Preparedness Leadership Initiative (NPLI) to explore meta-leadership as a framework for identifying school leadership practices under circumstances of extreme pressure and stress. Using transcripts from a broader national qualitative study of U.S. public school principals in 19 different states, we used a purposeful sampling technique to identify 18 of these transcripts for analysis. From our data analysis, we organise our findings into three primary themes based on the NPLI framework: attributes of the principal, perceptions and actions of the principal, and the principal's connections to stakeholders. Within each of these primary themes, we developed sub-themes to highlight the leadership practices of school principals across the U.S. as they navigated the initial months of the COVID-19 pandemic. We found that high emotional intelligence, collaboration, care of others, and attention to the unique context of the school community are extremely important aspects of school leadership during a crisis. © 2023 Informa UK Limited, trading as Taylor & Francis Group.

Reconstruction of trust and organizational commitment through servant leadership in the postpandemic era: evidence from the IT sector of Pakistan

Purpose: The purpose of this paper is to investigate the impact of the role of trust in leaders in the relationship between dimensions of servant leadership and dimensions of organizational commitment in the information technology (IT) sector of Pakistan in post-COVID era. This paper also highlights the role of trust in leader as mediating mechanism among the examined variables. Design/methodology/approach: Self-administered questionnaires were distributed to IT professional working in the IT sector of Pakistan. The sample included 283 across Pakistan. Structural equation modeling was used to analyze the data. Findings: Results indicated that trust in a leader has a significant indirect effect on the relationship between the dimensions of servant leadership and organizational commitment. Upon further investigation, it is found that in the majority of cases, the nature of mediation is partial in nature. Whereas, it is found that trust in leader fully mediates the relationship between persuasive mapping and normative commitment. Furthermore, trust in leader is also found to be fully mediating the relationship between emotional healing and continuance commitment. Research limitations/implications: This study is limited to the geographical boundaries of Pakistan, results obtained during the course of study have limited generalizability outside the country. Originality/value: This paper aims at addressing a gap in the literature by developing a model of how trust in leader mediates the relationship between servant leadership and organizational commitment, and examine relationship between individual dimensions of servant leadership and organizational commitment. © 2023, Emerald Publishing Limited.

Nurse Burnout in Hospice and Palliative Care: A Scoping Review

Burnout in hospice and palliative care nurses is a growing issue, especially in light of the COVID-19 pandemic. However, few studies have focused specifically on burnout in this population. A scoping review was undertaken to identify what is known about burnout among hospice and palliative care nurses, and to unify disparate findings. Analysis of eight articles revealed three overarching categories: personal factors, organizational/workplace factors, and nursing professional development factors. Each category was then divided into three cross-cutting subcategories: contributory and noncontributory factors, mitigating factors, and workplace issues. Recommendations for individuals include self-care as well as self-awareness of intrinsic characteristics that can predispose one to burnout. Within the workplace, leaders are challenged to support evidence-based practice and ongoing education. Role modeling positive communication skills, effective conflict mitigation, responsiveness, promotion of equity, and workplace commitment also help to create a culture of wellness. Nursing professional development may aid in resilience-building, and promotion of self-efficacy, self-confidence, and assertiveness. Although all identified recommendations were derived from the literature, no interventional studies have been conducted to test the effects of suggested interventions. Future research should include interventional studies as well as qualitative research to capture nuanced experiences of burnout in hospice and palliative care nurses.

An Exploratory Study to Understand Nonprofit Organizations' Crisis Leadership Competencies: A Portuguese Analysis on COVID-19

The purpose of this study is to investigate the factors that affect the Nonprofit Organization's (NPO) competencies and leadership in a crisis situation, specifically in the Portuguese NPOs during COVID-19. Adopting an interdisciplinary perspective, this article integrates crisis management literature with leadership literature. Highlighting the leadership perspective of both intermediate employees (technical director) and top management (executive director), this research aims to advance knowledge on the main organizational leadership competencies that NPOs need to have to better cope with crises. One hundred and seventy-four (174) NPOs representatives voluntarily participated in the study which involved a survey questionnaire based on a five-point Likert scale for 23 items included in the questionnaire. Principal component analysis using varimax rotation was applied to reduce the number of variables. Reliability tests were performed to assess the items included in the questionnaire. Tests included test-retest reliability, Cronbach alpha, and split-half reliability coefficients. Results show that the most important factors that improve the capability of a NPO to cope with a crisis are: respond to all stakeholders through accountability, plan based on identification of vulnerabilities, and build a foundation of trust through communication. Additionally, it is possible to suggest that staff and top management perceive crisis and leadership competencies differently. It is possible to conclude, that these factors can be used as important lines of action to structure the sustainable development and planning of NPOs' strategies of other similar crisis to come in the future. Findings, the implications of this work, and avenues for future NPOs crisis management and leadership research are addressed. © 2023, The Author(s).

What makes a balanced leader?: An islamic perspective

Despite continuous public interest in leadership studies as well as the abundance of extant literature, the world continues to face leadership predicaments. Given the global crises mankind has been recently exposed to, which include the financial crisis of 2008 as well as the COVID-19 pandemic, further exploration of leadership concepts seems warranted. © 2023 Walter de Gruyter GmbH, Berlin/Boston. All rights reserved.