It takes a village: examining how and when brand-specific transformational leadership affects employees in internal brand management

The hospitality work environment presents many unique challenges for employees and organizations, such as the intertwined and collective work nature, implicit job expectations, and a shrinking labor market. The demand for highly skilled employees who are sufficient to deliver the unique brand values to customers is on the rise for building successful service brands through employees. The need to retain talented employees is further intensified by the "great resignation” movement in the USA along with the COVID-19 pandemic. This study demonstrates the positive role of brand-specific transformational leadership in promoting employees' highly engaged brand building behavior (investment-of-self) and their resistance to outside competing job offers. More importantly, drawing upon cognitive dissonance theory, this study shows that the impact of brand-specific transformational leadership is mediated by employees' sense of brand community internally, as well as moderated by perceived brand promise accuracy. These results supported the essential role of achieving employees' cognitive consonance in brand communication both internally and externally. These results are supported by 203 US hospitality employee responses from multiple data collections purposefully designed with temporal and cognitive distance. © 2023, The Author(s), under exclusive licence to Springer Nature Limited.

Enhancing the Capacity of Health Systems to Overcome Challenges and Strengthening Nurses and other Healthcare Professionals in COVID-19 Process

Nowadays, leaders and executives are faced with a complex set of problems that do not have a complete solution, threaten their career and the future of their institutions, and that the parties are harmed. When evaluating ambiguous information that contradicts each other, the priority of the manager and leader should be to implement the solution that gives the least harm to the majority. When a process such as COVID-19, which caused a pandemic and left our lives under uncertainty, more than one crisis situation emerged, which we had to manage both personally and as healthcare professionals. The important point here is related to how we manage and lead these extraordinary situations we encountered in the Quantum era. How we keep pace with change and how we can lead this planning process is an important issue. Because people faced a risk in the context of the most important human right and constitutional right "right to live”. Therefore, how to protect ourselves and stay healthy during this process have been our top priorities. The first thing that comes to mind when it comes to protecting and strengthening health is undoubtedly the health professionals who have adopted this issue as a professional principle. Health professionals have important responsibilities in planning this crisis in terms of planning, speed, compliance and trust. This article, prepared in a compilation style, discusses what can be done within the scope of the COVID-19 process, by improving the capacity of managers and leaders to overcome difficulties in the health system they are in and strengthening nurses and health professionals.

Responsive, adaptive, and future-centred leadership in response to crisis: findings from Australia, Fiji, and New Zealand

The COVID-19 pandemic has caused major disruption to education and highlighted the importance of effective leadership during times of crisis. This paper considers the impact of the pandemic on school leaders in Australia, Fiji, and New Zealand. A secondary analysis of data from five interpretivist, qualitative studies was conducted. The aim of the study was to investigate the similarities and differences between the leaders' experiences across school settings, states/provinces, and countries. Our findings place renewed importance on understanding the role of schools within the community and the vital role school leaders play in helping schools respond to volatile and dynamic circumstances. The findings show how leaders' roles and responsibilities adapted to respond quickly and effectively to the urgency of the crisis, regardless of the context. Furthermore, common practices such as attending to wellbeing and providing clear and timely communication were revealed. The analysis also revealed some interesting nuances in the leaders' responses because of the duration of the crisis, the particular needs of the community, and government requirements. Papers like this provide insights into what leaders do and how schools and systems might prepare and support leaders to lead during times of crisis. © 2023 Informa UK Limited, trading as Taylor & Francis Group.

Role of resilient leadership and psychological capital in employee engagement with special reference to COVID-19

Purpose: The spread of the COVID-19 pandemic has led to an unseen crisis lately, which has put organizational leadership and employee engagement (EE) to test. Resilient leadership (RL) helps an organization survive and keep employees engaged in the risky environment. Similarly, psychological capital (PsyCap) is known to exert an influence on EE, but PsyCap and EE have not been investigated together during the period of crisis. To address this gap, the present study aims to outline the importance of RL and PsyCap to keep the employees engaged in the information technology (IT) industry. Design/methodology/approach: In total, 265 samples of IT professionals were collected by using an online survey questionnaire pan India. The collected data was analyzed using regression analysis, structural equation modeling along with bootstrapping technique for mediation analysis and model fit indices analysis. Findings: The results of the analysis confirm the positive impact of RL on EE and the partial mediation impact of PsyCap on the RL–EE relationship, and the findings exhibit that employees with a higher level of PsyCap contribute favorably to EE during the COVID-19 pandemic. Originality/value: This study aims to assist IT practitioners in effectively incorporating RL to plan mitigation strategies. EE is an outcome of enhanced PsyCap of employees. To develop necessary skills and coping mechanisms to combat disruptions of such massive outbreaks, RL and PsyCap are crucial. © 2022, Emerald Publishing Limited.

COVID-19 Impacts on Border Community Organizations

The COVID-19 pandemic massively affected the nonprofit sector. This article explores how the crisis has impacted nonprofit organizations at a U.S.-Mexico border community with a large population of minorities and migrants. Guided by resource dependency theory and the nonprofit capacity building framework, surveys reveal that nonprofits with less financial support from the government sector, low leadership, and weak operational capacities receive critical impacts from the pandemic. The findings also show that local nonprofits are bonded closely to the community during the pandemic, which reflects the collectivistic culture in Hispanic/Latino communities. This study provides important insights on how local nonprofits with limited resources and an increase in demand from vulnerable populations struggled with the pandemic.

Crisis Leadership: Political Leadership during the COVID-19 Pandemic

This article identifies leadership attributes that enable effective leaders to manage crises. Data were collected via semi-structured interviews with 13 Australian political leaders, including senators, members of federal and state parliament, premiers, ministers, and mayors of local governments. The findings suggest that, to be an effective leader during a crisis, political leaders need to be: visionary;courageous;calm;inspirational;ethical;empathetic;authentic;and resilient. Single leadership theories do not capture all the attributes necessary to lead during a crisis, suggesting the importance of different, complementary theories. The findings clarify what it takes for politicians to lead during a global crisis, like COVID-19. Furthermore, they provide a foundation to enable constituents to gauge their political leaders' leadership capacities. Despite extensive research on what it takes to lead, little is known about political leadership during a crisis. The study unveils the key attributes that are essential for political leaders to navigate a crisis, like the COVID-19 pandemic. © 2022 by the authors.

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.