Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90(5), 945–955. https://doi.org/10.1037/0021-9010.90.5.945

Ahmed, F., Zhao, F., & Faraz, N. A. (2020). How and when does inclusive leadership curb psychological distress during a crisis? Evidence from the COVID-19 outbreak. Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.01898

Almohtaseb, A. A., Almahameed, M. A., Sharari, F. E. A., & Dabbouri, E. A. (2021). The effect of transformation leadership on government employee job satisfaction during COVID19. Management Science Letters, 11, 1231–1244. https://doi.org/10.5267/j.msl.2020.11.015

Alonso, A. D., Kok, S. K., Bressan, A., O’Shea, M., Sakellarios, N., Koresis, A., … Santoni, L. J. (2020). COVID-19, aftermath, impacts, and hospitality firms: An international perspective. International Journal of Hospitality Management, 91, 102654. https://doi.org/10.1016/j.ijhm.2020.102654

Amis, J. M., & Janz, B. D. (2020). Leading change in response to COVID-19. The Journal of Applied Behavioral Science, 56(3), 272–278. https://doi.org/10.1177/0021886320936703

Azizaha, Y. N., Rijalb, M. K., Rumainurc, U. N., Pranajavae, S. A., Ngiuf, Z., Mufidg, A., & Maui, D. H. (2020). Transformational or transactional leadership style: Which affects work satisfaction and performance of Islamic university lecturers during COVID-19 pandemic. Systematic Reviews in Pharmacy, 11, 577–588.

Bailey, K., & Breslin, D. (2020). The COVID-19 pandemic: What can we learn from past research in organizations and management? International Journal of Management Reviews. https://doi.org/10.1111/ijmr.12237

Bapuji, H., Patel, C., Ertug, G., & Allen, D. G. (2020). Corona crisis and inequality: Why management research needs a societal turn. Journal of Management, 46(7), 1205–1222. https://doi.org/10.1177/0149206320925881

Bartsch, S., Weber, E., Büttgen, M., & Huber, A. (2020). Leadership matters in crisis-induced digital transformation: How to lead service employees effectively during the COVID-19 pandemic. Journal of Service Management, 32(1). https://doi.org/10.1108/josm-05-2020-0160

Baum, T., Mooney, S. K. K., Robinson, R. N. S., & Solnet, D. (2020). COVID-19’s impact on the hospitality workforce – new crisis or amplification of the norm? International Journal of Contemporary Hospitality Management, 32(9). https://doi.org/10.1108/ijchm-04-2020-0314

Bettany-Saltikov, J. (2010). Learning how to undertake a systematic review: Part 1. Nursing Standard, 24(50), 47–56. https://doi.org/10.7748/ns.24.50.47.s49

Blythe, B. T. (2014). Blindsided: A manager’s guide to crisis leadership (2nd ed.). Brookfield, Conn.: Rothstein Publishing.

Boer, D., Deinert, A., Homan, A. C., & Voelpel, S. C. (2016). Revisiting the mediating role of leader–member exchange in transformational leadership: The differential impact model. European Journal of Work and Organizational Psychology, 25(6), 883–899. https://doi.org/10.1080/1359432x.2016.1170007

Boin, A., Hart, P. T., McConnell, A., & Preston, T. (2010). Leadership style, crisis response and blame management: The case of Hurricane Katrina. Public Administration, 88(3), 706–723. https://doi.org/10.1111/j.1467-9299.2010.01836.x

Bormann, K. C., & Rowold, J. (2018). Construct proliferation in leadership style research: Reviewing pro and contra arguments. Organizational Psychology Review, 8(2-3), 149–173. https://doi.org/10.1177/2041386618794821

Boyatzis, R. E., Smith, M. L., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education, 5(1), 8–24. https://doi.org/10.5465/amle.2006.20388381

Bundy, J., Pfarrer, M. D., Short, C. E., & Coombs, W. T. (2016). Crises and crisis management: Integration, interpretation, and research development. Journal of Management, 43(6), 1661–1692. https://doi.org/10.1177/0149206316680030

Burns, J. M. (1978). Leadership. New York: Harper & Row.

Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A., & Zimmermann, A. (2020). International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice. Journal of International Business Studies, 51(5), 697–713. https://doi.org/10.1057/s41267-020-00335-9

Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260. https://doi.org/10.1080/10400419.2010.504654

Chen, Z., Lam, W., & Zhong, J. A. (2007). Leader-member exchange and member performance: A new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. Journal of Applied Psychology, 92(1), 202–212. https://doi.org/10.1037/0021-9010.92.1.202

Christensen, C. M. (1997). The innovator’s dilemma: When new technologies cause great firms to fail. Boston, Mass.: Harvard Business Review Press.

Collie, R. J. (2021). COVID-19 and teachers’ somatic burden, stress, and emotional exhaustion: Examining the role of principal leadership and workplace buoyancy. AERA Open, 7, 1–15. https://doi.org/10.1177/2332858420986187

Crayne, M. P., & Medeiros, K. E. (2020). Making sense of crisis: Charismatic, ideological, and pragmatic leadership in response to COVID-19. American Psychologist, 76(3). https://doi.org/10.1037/amp0000715

D’Auria, G., & De Smet, A. (2020). Leadership in a crisis: Responding to coronavirus. Retrieved from McKinsey and Company website: https://www.mckinsey.com/business-functions/organization/our-insights/leadership-in-a-crisis-responding-to-the-coronavirus-outbreak-and-future-challenges

Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13(1), 46–78. https://doi.org/10.1016/0030-5073(75)90005-7

Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63–82. https://doi.org/10.1016/j.leaqua.2013.11.004

de Sousa, M. J. C., & van Dierendonck, D. (2014). Servant leadership and engagement in a merge process under high uncertainty. Journal of Organizational Change Management, 27(6), 877–899. https://doi.org/10.1108/jocm-07-2013-0133

Denison, D. R., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5), 524–540. https://doi.org/10.1287/orsc.6.5.524

Diebig, M., Bormann, K. C., & Rowold, J. (2016). Day-level transformational leadership and followers’ daily level of stress: A moderated mediation model of team cooperation, role conflict, and type of communication. European Journal of Work and Organizational Psychology, 26(2), 234–249. https://doi.org/10.1080/1359432x.2016.1250741

Dirani, K. M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R. C., Gunasekara, N., … Majzun, Z. (2020). Leadership competencies and the essential role of human resource development in times of crisis: A response to COVID-19 pandemic. Human Resource Development International, 23(4), 380–394. https://doi.org/10.1080/13678868.2020.1780078

Duriau, V. J., Reger, R. K., & Pfarrer, M. D. (2007). A content analysis of the content analysis literature in organization studies: Research themes, data sources, and methodological refinements. Organizational Research Methods, 10(1), 5–34. https://doi.org/10.1177/1094428106289252

Fadillah, R., & Surur, M. (2020). The influence of leadership style on innovation capabilities of Islamic school teachers in organizational learning perspective during COVID-19 pandemic. Systematic Reviews in Pharmacy, 11, 589–599.

Fein, E. C., Benea, D., Idzadikhah, Z., & Tziner, A. (2019). The security to lead: A systematic review of leader and follower attachment styles and leader–member exchange. European Journal of Work and Organizational Psychology, 29(1), 106–125. https://doi.org/10.1080/1359432x.2019.1696774

Felgen, J., & Schaid, P. (2017). Loving leaders advanced healing cultures. In M. Koloroutis & D. Abelson (Eds.), Advancing Releationship-Based Cultures. Creative Health Care Management.

Fernandez, A. A., & Shaw, G. P. (2020). Academic leadership in a time of crisis: The coronavirus and COVID-19. Journal of Leadership Studies, 14(1), 39–45. https://doi.org/10.1002/jls.21684

Fiorillo, A., & Gorwood, P. (2020). The consequences of the COVID-19 pandemic on mental health and implications for clinical practice. European Psychiatry, 63(1). https://doi.org/10.1192/j.eurpsy.2020.35

Galbraith, N., Boyda, D., McFeeters, D., & Hassan, T. (2020). The mental health of doctors during the Covid-19 pandemic. British Journal of Psychological Bulletin, 45(2), 1–7. https://doi.org/10.1192/bjb.2020.44

Game, A. M. (2008). Negative emotions in supervisory relationships: The role of relational models. Human Relations, 61(3), 355–393. https://doi.org/10.1177/0018726708088998

Geerts, J. M., Goodall, A. H., & Agius, S. (2020). Evidence-based leadership development for physicians: A systematic literature review. Social Science & Medicine, 246. https://doi.org/10.1016/j.socscimed.2019.112709

Giessner, S. R., & van Knippenberg, D. (2008). “License to Fail”: Goal definition, leader group prototypicality, and perceptions of leadership effectiveness after leader failure. Organizational Behavior and Human Decision Processes, 105(1), 14–35. https://doi.org/10.1016/j.obhdp.2007.04.002

Graham, R., & Woodhead, T. (2020). Leadership for continuous improvement in healthcare during the time of COVID-19. Clinical Radiology, 76(1). https://doi.org/10.1016/j.crad.2020.08.008

Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.

Hammersley, M. (2001). On “systematic” reviews of research literatures: A “narrative” response to evans & benefield. British Educational Research Journal, 27(5), 543–554. https://doi.org/10.1080/01411920120095726

Hanks, S., Cotton, D., & Spowart, L. (2020). Leadership in dental practice: A three stage systematic review and narrative synthesis. Journal of Dentistry, 102. https://doi.org/10.1016/j.jdent.2020.103480

Hao, F., Xiao, Q., & Chon, K. (2020). COVID-19 and China’s hotel industry: Impacts, a disaster management framework, and post-pandemic agenda. International Journal of Hospitality Management, 90, 102636. https://doi.org/10.1016/j.ijhm.2020.102636

Haslam, S. A., Steffens, N. K., Reicher, S. D., & Bentley, S. V. (2021). Identity leadership in a crisis: A 5R framework for learning from responses to COVID‐19. Social Issues and Policy Review, 15(1), 35–83. https://doi.org/10.1111/sipr.12075

Hasluck, A. (2020). Show some love: Leadership in COVID-19 and beyond. Retrieved from Clarity Communications website: https://claritycommunications.com.au/show-some-love-leadership-in-covid-19-and-beyond/

Hassan, S., & Jiang, Z. (2019). Facilitating learning to improve performance of law enforcement workgroups: The role of inclusive leadership behavior. International Public Management Journal, 25, 1–25. https://doi.org/10.1080/10967494.2019.1680465

Hinojosa, A. S., Shaine, M. J. D., & McCauley, K. D. (2020). A strange situation indeed: Fostering leader–follower attachment security during unprecedented crisis. Management Decision, 58(10). https://doi.org/10.1108/md-08-2020-1142

Hollander, E. P. (2006). Influence processes in leadership-followership: Inclusion and the idiosyncrasy credit model. In D. A. Hantula (Ed.), Advances in Social & Organizational psychology: a Tribute to Ralph Rosnow. Lawrence Erlbaum Associates Publishers.

Hu, J., He, W., & Zhou, K. (2020). The mind, the heart, and the leader in times of crisis: How and when COVID-19 triggered mortality salience relates to state anxiety, job engagement, and prosocial behavior. Journal of Applied Psychology, 105(11), 1218–1233. https://doi.org/10.1037/apl0000620

Huang, Y., & Zhao, N. (2020). Generalized anxiety disorder, depressive symptoms and sleep quality during COVID-19 outbreak in China: A web-based cross-sectional survey. Psychiatry Research, 288. https://doi.org/10.1016/j.psychres.2020.112954

Im, J., Kim, H., & Miao, L. (2021). CEO letters: Hospitality corporate narratives during the COVID-19 pandemic. International Journal of Hospitality Management, 92. https://doi.org/10.1016/j.ijhm.2020.102701

Iszatt-White, M., & Kempster, S. (2018). Authentic leadership: Getting back to the roots of the “root construct”?. International Journal of Management Reviews, 21. https://doi.org/10.1111/ijmr.12193

Johansen, J. H. (2018). Paradox management contradictions and tensions in complex organizations. New York: Cham Springer International Publishing.

Johansen, R. (2007). Get there early: Sensing the future to compete in the present. San Francisco: Berrett-Koehler.

Kaiser, R. B. (2020). Leading in an unprecedented global crisis: The heightened importance of versatility. Consulting Psychology Journal: Practice and Research, 72(3), 135–154. https://doi.org/10.1037/cpb0000186

Kaiser, R. B., & Overfield, D. V. (2010). Assessing flexible leadership as a mastery of opposites. Consulting Psychology Journal: Practice and Research, 62(2), 105–118. https://doi.org/10.1037/a0019987

Kang, L., Ma, S., Chen, M., Yang, J., Wang, Y., Li, R., … Liu, Z. (2020). Impact on mental health and perceptions of psychological care among medical and nursing staff in wuhan during the 2019 novel coronavirus disease outbreak: A cross-sectional study. Brain, Behavior, and Immunity, 87. https://doi.org/10.1016/j.bbi.2020.03.028

Kaplan, R. E., & Kaiser, R. B. (2006). The versatile leader: Make the most of your strengths without overdoing it. San Francisco: Pfeiffer.

Kerrissey, M. J., & Edmondson, A. C. (2020, April 13). What good leadership looks like during this pandemic. Retrieved from Harvard Business Review website:https://hbr.org/2020/04/what-good-leadership-looks-like-during-this-pandemic

Khorakian, A., & Sharifirad, M. S. (2019). Integrating Implicit Leadership Theories, Leader–Member Exchange, Self-Efficacy, and Attachment Theory to Predict Job Performance. Psychological Reports, 122(3), 1117–1144. https://doi.org/10.1177/0033294118773400

Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., … Ozcelik, H. (2020). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76(1). https://doi.org/10.1037/amp0000716

Kohll, A. (2020). How one company is taking care of employees during COVID-19. Retrieved from Forbes website: https://www.forbes.com/sites/alankohll/2020/04/06/how-one-company-is-taking-care-of-employees-during-covid-19/?sh=73c49d17488d

Lee, Y., Tao, W., Li, J.-Y. Q., & Sun, R. (2020). Enhancing employees’ knowledge sharing through diversity-oriented leadership and strategic internal communication during the COVID-19 outbreak. Journal of Knowledge Management, 25(6). https://doi.org/10.1108/jkm-06-2020-0483

Liu, W., Lepak, D. P., Takeuchi, R., & Sims, H. P. (2003). Matching leadership styles with employment modes: Strategic human resource management perspective. Human Resource Management Review, 13(1), 127–152. https://doi.org/10.1016/s1053-4822(02)00102-x

Llopis, G. (2020). A leadership pandemic was spreading before COVID-19. Retrieved September 13, 2021, from Forbes website: https://www.forbes.com/sites/glennllopis/2020/04/21/a-leadership-pandemic-was-spreading-before-covid-19/

Lyons, J. B., & Schneider, T. R. (2009). The effects of leadership style on stress outcomes. The Leadership Quarterly, 20(5), 737–748. https://doi.org/10.1016/j.leaqua.2009.06.010

Marmarosh, C. L., Forsyth, D. R., Strauss, B., & Burlingame, G. M. (2020). The psychology of the COVID-19 pandemic: A group-level perspective. Group Dynamics: Theory, Research, and Practice, 24(3), 122–138. https://doi.org/10.1037/gdn0000142

Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56(5), 1372–1395. https://doi.org/10.5465/amj.2011.0113

Mayring, P. (2000). Qualitative Content Analysis. Forum Qualitative Sozialforschung, 1(2). https://doi.org/https://doi.org/10.17169/fqs-1.2.1089

Meyer, A. D. (1982). Adapting to environmental jolts. Administrative Science Quarterly, 27(4), 515–537. https://doi.org/10.2307/2392528

Mitroff, I. I., Alpaslan, M. C., & Green, S. E. (2004). Crises as ill-structured messes. International Studies Review, 6(1), 165–194. https://doi.org/10.1111/j.1521-9488.2004.393_3.x

Moccia, L., Janiri, D., Pepe, M., Dattoli, L., Molinaro, M., De Martin, V., … Di Nicola, M. (2020). Affective temperament, attachment style, and the psychological impact of the COVID-19 outbreak: an early report on the Italian general population. Brain, Behavior, and Immunity, 87, 75–79. https://doi.org/10.1016/j.bbi.2020.04.048

Mustajab, D., Bauw, A., Irawan, A., Rasyid, A., Akbar, M. A., & Hamid, M. A. (2020). COVID-19 pandemic: What are the challenges and opportunities for e-Leadership? Fiscaoeconomia, 4(2), 483–497. https://doi.org/10.25295/fsecon.2020.02.011

Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966. https://doi.org/10.1002/job.413

Nicola, M., Sohrabi, C., Mathew, G., Kerwan, A., Al-Jabir, A., Griffin, M., … Agha, R. (2020). Health policy and leadership models during the COVID-19 pandemic- review article. International Journal of Surgery, 81. https://doi.org/10.1016/j.ijsu.2020.07.026

Norton, L. W. (2010). Flexible leadership: An integrative perspective. Consulting Psychology Journal: Practice and Research, 62(2), 143–150. https://doi.org/10.1037/a0019990

Post, C. (2015). When is female leadership an advantage? Coordination requirements, team cohesion, and team interaction norms. Journal of Organizational Behavior, 36(8), 1153–1175. https://doi.org/10.1002/job.2031

Psychogios, A. G., & Garev, S. (2012). Understanding complexity leadership behavior in SMEs: Lessons from a turbulent business environment. Emergence: Complexity and Organization, 14(3), 1–22.

Puni, A., Hilton, S. K., & Quao, B. (2020). The interaction effect of transactional-transformational leadership on employee commitment in a developing country. Management Research Review, 44(3). https://doi.org/10.1108/mrr-03-2020-0153

Ramey, V. A. (2016). Macroeconomic Shocks and Their Propagation. In J. B. Taylor & H. Uhlig (Eds.), Handbook of Macroeconomics: Vol. 2 (pp. 71–162). Elsevier.

Rangachari, P., & L. Woods, J. (2020). Preserving organizational resilience, patient safety, and staff retention during COVID-19 requires a holistic consideration of the psychological safety of healthcare workers. International Journal of Environmental Research and Public Health, 17(12), 4267–4279. https://doi.org/10.3390/ijerph17124267

Ranney, M. L., Griffeth, V., & Jha, A. K. (2020). Critical supply shortages: The need for ventilators and personal protective equipment during the covid-19 pandemic. New England Journal of Medicine, 382(18). https://doi.org/10.1056/nejmp2006141

Rocco, T. S., & Shuck, B. (2020). Death and dying: Grief, compassion and workplace responses. New Horizons in Adult Education and Human Resource Development, 32(1), 1–4. https://doi.org/10.1002/nha3.20268

Ronen, S., & Mikulincer, M. (2012). Predicting employees’ satisfaction and burnout from managers’ attachment and caregiving orientations. European Journal of Work and Organizational Psychology, 21(6), 828–849. https://doi.org/10.1080/1359432x.2011.595561

Rosenthal, U., Charles, M. T., & Hart, P. T. (Eds.). (1989). Coping with crises: The management of disasters, riots, and terrorism. Springfield: C.C. Thomas.

Sauer, S. J. (2011). Taking the reins: The effects of new leader status and leadership style on team performance. Journal of Applied Psychology, 96(3), 574–587. https://doi.org/10.1037/a0022741

Schall, M. C., & Chen, P. (2021). Evidence-Based Strategies for Improving Occupational Safety and Health Among Teleworkers During and After the Coronavirus Pandemic. Human Factors. https://doi.org/10.1177/0018720820984583

Sergent, K., & Stajkovic, A. D. (2020). Women’s leadership is associated with fewer deaths during the COVID-19 crisis: Quantitative and qualitative analyses of United States governors. Journal of Applied Psychology, 105(8), 771–783. https://doi.org/10.1037/apl0000577

Shamseer, L., Moher, D., Clarke, M., Ghersi, D., Liberati, A., Petticrew, M., … PRISMA-P Group. (2016). Preferred reporting items for systematic review and meta-analysis protocols (PRISMA-P) 2015: Elaboration and explanation. British Medical Journal, 350. https://doi.org/10.1136/bmj.i4086

Sigala, M. (2020). Tourism and COVID-19: Impacts and implications for advancing and resetting industry and research. Journal of Business Research, 117(1), 312–321. https://doi.org/10.1016/j.jbusres.2020.06.015

Siswanti, Y., & Muafi, M. (2020). Empowering leadership and individual creativity: The mediation role of psychological empowerment in facing covid-19 pandemic. The Journal of Asian Finance, Economics and Business, 7(11), 809–816. https://doi.org/10.13106/jafeb.2020.vol7.no11.809

Slåtten, T., Mutonyi, B. R., & Lien, G. (2020). The impact of individual creativity, psychological capital, and leadership autonomy support on hospital employees’ innovative behaviour. BMC Health Services Research, 20(1). https://doi.org/10.1186/s12913-020-05954-4

Spagnoli, P., Molino, M., Molinaro, D., Giancaspro, M. L., Manuti, A., & Ghislieri, C. (2020). Workaholism and technostress during the COVID-19 emergency: The crucial role of the leaders on remote working. Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.620310

Suprapti, S., Asbari, M., Cahyono, Y., & Mufid, A. (2020). Leadership style, organizational culture and innovative behavior on public health center performance during pandemic COVID-19. Journal of Industrial Engineering & Management Research, 1(2), 76–88. https://doi.org/10.7777/jiemar.v1i2.42

Supriadi, O., Musthan, Z., Odah, S., Nurjehan, R., Haryanti, Y. D., Marwal, M. R., … Sumartiningsih, S. (2020). Did transformational, transactional leadership style and organizational learning influence innovation capabilities of school teachers during COVID-19 pandemic? Systematic Reviews in Pharmacy, 11(9), 299–311. https://doi.org/10.31838/srp.2020.9.47

Taleb, N. N. (2007). The black swan: The impact of the highly improbable. New York: Random House.

Thomas, G., Martin, R., Epitropaki, O., Guillaume, Y., & Lee, A. (2013). Social cognition in leader-follower relationships: Applying insights from relationship science to understanding relationship-based approaches to leadership. Journal of Organizational Behavior, 34(S1), S63–S81. https://doi.org/10.1002/job.1889

Tjosvold, D., & Tjosvold, M. M. (1991). Leading the team organization: How to create an enduring competitive advantage. New York: Lexington Books.

Tourish, D. (2020). Introduction to the special issue: Why the coronavirus crisis is also a crisis of leadership. Leadership, 16(3), 261–272. https://doi.org/10.1177/1742715020929242

Travers, J. L., Schroeder, K., Norful, A. A., & Aliyu, S. (2020). The influence of empowered work environments on the psychological experiences of nursing assistants during COVID-19: A qualitative study. BMC Nursing, 19(1), 1–12. https://doi.org/10.1186/s12912-020-00489-9

Ulmer, R. R., Sellnow, T. L., & Seeger, M. W. (2018). Effective crisis communication: Moving from crisis to opportunity. Thousand Oaks: Sage Publications.

United Nations Development Programme. (2020). COVID-19 pandemic: Humanity needs leadership and solidarity to defeat the coronavirus. Retrieved from United Nations Development Programme website: https://www1.undp.org/content/brussels/en/home/coronavirus.html

van Dierendonck, D., & Patterson, K. (2014). Compassionate love as a cornerstone of servant leadership: An integration of previous theorizing and research. Journal of Business Ethics, 128(1), 119–131. https://doi.org/10.1007/s10551-014-2085-z

Wang, Y.-X., Guo, H.-T., Du, X.-W., Song, W., Lu, C., & Hao, W.-N. (2020). Factors associated with post-traumatic stress disorder of nurses exposed to corona virus disease 2019 in china. Medicine, 99(26). https://doi.org/10.1097/md.0000000000020965

Weiner, J., Francois, C., Stone-Johnson, C., & Childs, J. (2021). Keep safe, keep learning: Principals’ role in creating psychological safety and organizational learning during the COVID-19 pandemic. Frontiers in Education, 5. https://doi.org/10.3389/feduc.2020.618483

Wolor, C. W., Solikhah, S., Fidhyallah, N. F., & Lestari, D. P. (2020). Effectiveness of e-training, e-leadership, and work life balance on employee performance during COVID-19. The Journal of Asian Finance, Economics and Business, 7(10), 443–450. https://doi.org/10.13106/jafeb.2020.vol7.no10.443

Yuan, Z., Ye, Z., & Zhong, M. (2021). Plug back into work, safely: Job reattachment, leader safety commitment, and job engagement in the COVID-19 pandemic. Journal of Applied Psychology, 106(1), 62–70. https://doi.org/10.1037/apl0000860

Yukl, G. A. (2010). Leadership in organizations. Upper Saddle River, N.J.: Prentice Hall.

Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81–93. https://doi.org/10.1037/a0019835

Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128. https://doi.org/10.5465/amj.2010.48037118

Zhang, Y., Waldman, D. A., Han, Y.-L., & Li, X.-B. (2015). Paradoxical leader behaviors in people management: Antecedents and consequences. Academy of Management Journal, 58(2), 538–566. https://doi.org/10.5465/amj.2012.0995

Zhao, F., Ahmed, F., & Faraz, N. A. (2020). Caring for the caregiver during COVID-19 outbreak: Does inclusive leadership improve psychological safety and curb psychological distress? A cross-sectional study. International Journal of Nursing Studies, 110. https://doi.org/10.1016/j.ijnurstu.2020.103725

Zimmermann, A. (2011). Interpersonal relationships in transnational, virtual teams: Towards a configurational perspective. International Journal of Management Reviews, 13(1), 59–78. https://doi.org/10.1111/j.1468-2370.2010.00284.x