Leading in times of crisis: How perceived COVID-19-related work intensification links to daily e-mail demands and leader outcomes

The COVID-19 crisis brought numerous challenges to work life. One of the most notable may be the acceleration of digital transformation, accompanied by an intensification of e-mail usage and related demands such as high e-mail workload. While research quickly started to examine the implications of these changes for employees, another important group of stakeholders has been overlooked: leaders. We focus on leaders during the COVID-19 crisis and examine how COVID-19-related work intensification links to leaders' e-mail overload appraisal and finally exhaustion and transformational leadership, a leader behaviour especially needed in times of crisis. In a 5-day diary study in September 2020, 84 leaders responded to daily surveys on 343 days. Results of multilevel analysis showed that perceived COVID-19-related work intensification was positively linked to worktime spent dealing with e-mail and appraised e-mail overload. E-mail overload appraisal was positively related to leaders' exhaustion, but unrelated to their transformational behaviour. Day-specific time spent dealing with e-mail, however, was negatively related to transformational leadership. E-mail overload appraisal mediated the relationship between COVID-19-related work intensification and exhaustion. Turning the focus on leaders during the COVID-19 crisis, our study has important implications for the design of work of leaders in times of crisis and beyond.     

Candidate Evaluations Through the Lens of Adaptive Followership Psychology: How and Why Voters Prefer Leaders Based on Character Traits

An extensive literature in political science shows how citizens' evaluations of politicians—as well as their electoral behavior—are affected by trait impressions of these politicians. However, deeper, interdisciplinary theory building that seeks to address when and for whom specific trait impressions come to guide candidate evaluations remains absent. In this article, I outline the theory of adaptive followership that seeks to address this shortcoming. Grounded in evolutionary psychology, I argue that leadership evolved as a solution to problems of intragroup coordination in ancestral small-scale societies. In order to understand the traits that drive followers' and voters' evaluations of leaders and politicians, one should therefore focus on problems related to group coordination and ask how these problems might regulate followers' prioritizations of various traits in leaders. On this basis, I outline an analytical framework consisting of three predictions that simultaneously formulate how (1) contexts and (2) individual differences of relevance to a given group-coordination problem regulate trait preferences, and (3) how such preferences differ between leaders and nonleaders (i.e., other social categories). The analytical framework is applied for structuring two reviews (including new empirical studies) of the ways through which intergroup conflict and disease threat, respectively, affect followers' trait preferences in leaders. Finally, directions and suggestions for future research on trait-based candidates and leader evaluations are discussed.     

Loneliness and the sexual behavior of sexual minority men in the context of the COVID-19 pandemic

In March 2020, in response to the COVID-19 pandemic, Canadian provincial governments instituted a variety of public health measures that included social distancing and isolation, which may have had unintended consequeses. According to the Loneliness and Sexual Risk Model, gay, bisexual, and other men who have sex with men (GBM) often cope with loneliness through risky sexual behaviors. Previous studies have demonstrated that COVID-19 measures such as social distancing and isolation led to increases in loneliness; thus, these measures may also have led to elevated sexual risk-taking among some GBM. Participants were recruited from an ongoing cohort study on GBM health and well-being, and were included in the current analysis if they had completed relevant study questions (n = 1134). GBM who reported lower levels of social support pre-COVID-19, were younger, and lived alone each reported greater loneliness during the first year of COVID-19. Although feelings of loneliness did not predict sexual risk-taking within the first year of COVID-19, loneliness did predict greater sexual risk-taking 6 months later. Additionally, younger GBM and those living alone were more likely to engage in sexual risk-taking at both COVID-19 data collection points. These findings offer some support of the Loneliness and Sexual Risk Model; however, it is possible that the unique circumstances of the COVID-19 pandemic resulted in a temporary suspension of this association, as many GBM took steps to protect themselves and partners in the context of COVID-19.     

Did COVID-19 really change our well-being? It's up to meaning in life: Evidence from two longitudinal studies

Since the outbreak of COVID-19, copious studies have explored whether and how COVID-19 has changed individuals' well-being. However, research has revealed mixed and inconsistent findings on this topic, with some suggesting that the pandemic hampered well-being, and others showing non-significant or even opposite patterns. Yet, little is known about what psychological factors could explain such discrepancies. The present study aims to fill this gap by proposing meaning in life (MIL) as a key moderator of the changes in well-being following the pandemic. Two studies reported here (total N = 19,828), which took within-person longitudinal approaches comparing subjective well-being (SWB; hedonic well-being) and psychological well-being (PWB; eudaimonic well-being) before and during COVID-19 (Study 1: 2018, 2019 vs. 2020, 2021; Study 2: 2019 vs. 2021), provided empirical evidence supporting our theoretical claims. Specifically, we found significant moderative effects of MIL in both studies, such that individuals who held a higher MIL amidst COVID-19 experienced an increase in SWB as well as PWB. In stark contrast, the two indicators of well-being declined over time among those who possessed a lower MIL during the pandemic. Overall, our results suggest that MIL serves as one of the significant moderators of the changes in well-being following COVID-19, which may address the previous conflicting findings in this field.     

“What's going on?” Racism,COVID-19, and centering the voices of Black youth

This study examined the impact of COVID-19 stress and experiences of racism on COVID-19 adaptability and activism among Black youth. The protective role of perceived peer and adult social support were examined. Data were analyzed from 123 Black youth (M_age = 15.44, 63% girls) from a school district in the Midwest. The findings revealed that more social support from adults increased Black youth adaptability (e.g., “ability to think through possible options to assist in the COVID-19 pandemic”). Perceived lower social support from adults predicted higher engagement in high-risk activism, and higher levels of peer social support were associated with higher levels of high-risk activism. Further, Black youth reporting higher levels of racism and adult social support were more likely to report higher levels of COVID-19 adaptability. Black youth reporting higher racism and peer social support engaged in high-risk activism. Black youth who reported high levels of racism and low perceived adult social support reported higher engagement in high-risk activism. Research and practice implications that support Black youth during the COVID-19 pandemic and the impact of racism and COVID-19 stress on well-being and activism are discussed.     

Life Interrupted: Family Routines Buffer Stress during the COVID-19 Pandemic

Adoption of certain behavioral and social routines that organize and structure the home environment may help families navigate the challenges presented by the COVID-19 pandemic. The current cross-sectional study aimed to assess family routines prior to and during the COVID-19 pandemic and examine associations with individual and family well-being. Using a national sample, 300 caregivers of children ages 6-18 were surveyed using Amazon Mechanical Turk platform during the first three months of COVID-19 pandemic in the United States. Caregivers reported on family demographics, COVID-19-related stress, engagement in family routines (prior to and during the COVID-19 pandemic), stress mindset, self-efficacy, and family resiliency. Overall, families reported engaging in fewer routines during the COVID-19 pandemic compared to prior to the pandemic. COVID-19-related stress was highest in low-income families, families of healthcare workers, and among caregivers who had experienced the COVID-19 virus. Moreover, COVID-19-related stress was negatively related to self-efficacy, positively related to an enhancing stress mindset, and negatively related to family resilience. Engagement in family routines buffered relations between COVID-19-related stress and family resilience, such that COVID-19-related stress was not associated with lower family resilience among families that engaged in high levels of family routines. Results suggest that family routines were challenging to maintain in the context of the COVID-19 pandemic, but were associated with better individual and family well-being during this period of acute health, economic, and social stress.

     

Intellectual humility predicts COVID-19 preventive practices through greater adoption of data-driven information and feelings of responsibility

Preventive health practices have been crucial to mitigating viral spread during the COVID-19 pandemic. In two studies, we examined whether intellectual humility—openness to one's existing knowledge being inaccurate—related to greater engagement in preventive health practices (social distancing, handwashing, mask-wearing). In Study 1, we found that intellectually humble people were more likely to engage in COVID-19 preventive practices. Additionally, this link was driven by intellectually humble people's tendency to adopt information from data-driven sources (e.g., medical experts) and greater feelings of responsibility over the outcomes of COVID-19. In Study 2, we found support for these relationships over time (2 weeks). Additionally, Study 2 showed that the link between intellectual humility and preventive practices was driven by a greater tendency to adopt data-driven information when encountering it, rather than actively seeking out such information. These findings reveal the promising role of intellectual humility in making well-informed decisions during public health crises.     

Family mental health during the COVID-19 pandemic: Changes in parent-adolescent internalizing symptoms in the United States

The current paper examined the temporal linkage of internalizing symptoms among parent-adolescent dyads during the beginning of the COVID-19 pandemic, and whether COVID-19-related concerns were associated with parent-adolescent linkage of symptoms. Using a 5-week survey-based study, parent-adolescent dyads filled out weekly surveys measuring COVID-19 concerns and internalizing symptoms. Parent and adolescent depressive symptoms did not change over time; however, adolescents experienced decreases in anxiety. Parent-adolescent dyads exhibited linkage in depressive symptoms but not anxiety symptoms. However, linkage in anxiety symptoms varied by parent's COVID-related stress. Study findings provide insight into how COVID-19 disruptions impacted family well-being during adolescence.     

Followership at a distance: Follower adjustment to distal leadership during COVID-19

Leader distance theory has received scant empirical attention in the extant literature; however, the “work from home” orders associated with COVID-19 have made this theory and its empirical findings highly relevant for organizations. Our study integrates leader distance theory and followership theory to understand how follower role beliefs affect follower effort, performance, and withdrawal under physical leader distance and varying conditions of leader interaction frequency. Using a three-wave survey methodology with 260 adults working remotely, our study finds that followers' levels of effort, performance, and withdrawal were contingent on leader interaction frequency. Specifically, followers with a coproduction role orientation, who see their role as more collaborative, reported higher levels of effort under conditions of high leader interaction. Furthermore, the indirect effect of coproduction on follower performance and withdrawal via effort was moderated by leader interaction frequency. The results for followers with passive role orientations, however, were in the opposite direction. These followers reported less effort when leader interaction was high, and the mediational chain predicting performance and withdrawal was contingent on leader interaction frequency. Our study contributes to the ongoing conversation about the positive and negative effects of leader distance and positions followership characteristics as important boundary conditions of distal leadership.     

Examining college students' food security coping strategies and experiences during the COVID-19 pandemic

College students' food situations may have been disrupted by the COVID-19 pandemic, which could have affected their health and well-being. However, little is known about how the pandemic impacted students' food experiences and how students coped with food-related disruptions, particularly from the student's own perspective. This study reviews data from 571 undergraduates who attended public colleges during Fall 2021 and Spring 2022 and wrote a narrative about the pandemic's impact on their food experiences. Most students indicated they experienced a wide range of food difficulties and adapted new food practices. Despite these challenges, students emphasized proactive coping strategies and positive pandemic outcomes rather than difficulties and negative outcomes. These findings have implications for students' long-term health and well-being.     

What Does Leaders' Character Add to Transformational Leadership?

The influence of leaders' character (e.g., integrity, humility/forgiveness) has rarely been examined in leadership research. The current investigation focused on the impact of integrity and humility/forgiveness on both followers' perceptions of leaders' worthiness of being followed (WBF) and stress. Results from a scenario experiment (n = 347) and a field study (n = 110) indicated that these aspects incrementally predict WBF above and beyond the impact of transformational leadership. Similar results were found concerning followers' stress with the exception of leader integrity in the field study. According to relative importance analyses, integrity and transformational leadership predict WBF equally well. The results have conceivable implications for human resources (personnel selection and development). Future research should examine additional outcome variables that are affected by certain leader characteristics as well as potential negative effects of the examined character aspects.     

The role of within‐group agreement in understanding transformational leadership

Theories of transformational leadership imply that effective leaders should engage in a constellation of appropriate behaviours. Further, since an important component of transformational leadership is the leader's ability to create a consensus or a similar mindset among subordinates, attributions that the leader is transformational are likely to depend on both the leader's behaviours and the extent to which subordinates perceive the leader similarly. In the present study, these notions were tested using a multi‐source data set comprising 68 focal managers, 285 subordinates, 495 peers, and 68 supervisors. Results indicated that leaders who engage in higher levels of appropriate leader behaviours are more likely to have followers who agree in their perceptions of the leader. In addition, significant interactions were found between leader behaviours and agreement among subordinates, suggesting that agreement moderates the relationship between leader behaviours and attributions of transformational leadership style.     

Changes in loneliness and coping strategies during COVID-19

The social distancing measures implemented to slow the spread of COVID-19 impacted many aspects of people's lives. Previous research has reported negative consequences of these measures for people's psychological well-being, and that people differed in the impact on their psychological well-being. The present study aimed to describe the different coping strategies Dutch people used to deal with these measures and to link these strategies to loneliness. In addition, the study aimed to examine mean-level changes in loneliness and to explore individual differences in loneliness change. We used data from 2009 participants of a panel study of representative Dutch households. We assessed coping strategies used during the first wave of the COVID-19 pandemic in May 2020 and examined changes in loneliness between October 2019 (before COVID-19) and May 2020 (during the first wave of COVID-19). First, results showed that most people employed specific coping strategies. The most frequently used social strategies were chatting and (video)calling; the most frequently used non-social strategies were going outside, doing chores, watching TV, reading and self-care. Second, people who used more coping strategies reported lower levels of loneliness. Third, analyses revealed an average increase in loneliness between October 2019 and May 2020. Fourth, we observed two significant interaction effects, showing a stronger positive link between the number of social coping strategies and initial loneliness levels among those with a partner or living with others than for those who were single or lived alone. Yet, no moderating effects on changes in loneliness were found: people using more coping strategies did not differ in loneliness changes from people using fewer coping strategies. Together, findings suggest that loneliness increased in the Netherlands during the first phase of COVID-19 and that, while people's coping strategies were related to loneliness levels, they did not buffer against loneliness increases.     

Perceived overqualification,felt organizational obligation,and extra-role behavior during the COVID-19 crisis: The moderating role of self-sacrificial leadership

Past research has found that employees who view themselves as overqualified for their jobs tend to hold negative job attitudes and be unwilling to go beyond the call of duty. In challenging situations such as during the COVID-19 crisis, when having “all hands-on deck” may be important to an organization's survival, mitigating the negative tendencies of these employees becomes important. Adopting a sensemaking perspective on crisis management, we examine whether supervisors' self-sacrificial leadership can mitigate these negative tendencies. First, we propose that employee perceived overqualification is associated with lower levels of felt obligation to the organization and thereby lower levels of extra-role behaviors (i.e., helping and proactivity). We next propose that supervisors' self-sacrificial leadership during the COVID-19 crisis can evoke, especially when COVID-19 more strongly impacts the organization, a sense of collectivism toward the organization, which mitigates the negative association of perceived overqualification with felt obligation and thus extra-role behaviors. We tested our theorizing in samples from the UK (n = 121, pilot study) and US (n = 382, main study) in studies with a multi-wave, time-lagged design. Findings from both studies provide support for our theorizing. We discuss implications for research and practice concerning perceived overqualification during a crisis.     

Emotional Effects of Distributive Justice as a Function of Autocratic Leader Behavior1

The present research examined the effect of distributive justice and autocratic leadership style on followers' negative emotions. It was predicted that distributive justice would influence followers' negative emotions if the leader did not adopt an autocratic leadership style (i.e., not being pushy in the process leading to the decision). Results from a scenario experiment and an organizational survey indeed showed that distributive justice and autocratic leadership style interacted to influence followers' negative emotions such that the relationship between distributive justice and negative emotions was significant when the leadership style was low in autocratic behavior. Implications in terms of integrating the leadership and justice literature are discussed.     

The influence of identity leadership principles on followers' challenge and threat states and motor performance

It has been theorized that a follower can draw upon support from individuals they identify with when approaching competitive situations to improve psychophysiological challenge states, and performance potential. As such, we examine how perceptions of identity leadership influence resource appraisals, cardiovascular reactivity, and performance in a pressurised motor task across two laboratory experiments. In Study 1, 80 participants took part in a within-subjects double-blind design with two conditions: identity leadership (IL) vs no identity leadership (no IL). Results indicated that when instructions align with identity leadership principles (vs. not), followers reported greater resource appraisals to, challenge cardiovascular reactivity to, and motor performance within a motivated performance situation. In Study 2, 120 participants completed a 2 (identity leadership: IL vs. no IL) X 2 (appraisal: challenge vs. threat) between-subjects double-blind design. It was found that when instructions aligned to identity leadership (vs. not), followers reported greater resource appraisals and motor performance. When leaders used challenge (vs. threat) instructions this led to challenge cardiovascular reactivity on approach to competition. Advancing leadership and stress theory, we provide evidence that perceived identity leadership is salient for followers' resource appraisals, cardiovascular reactivity, and motor performance.     

When authorities influence followers' affect: The interactive effect of procedural justice and transformational leadership

The present research examined the effect of procedural justice and transformational leadership style on followers' affective responses: Self-esteem and emotions. It was predicted that procedural justice would positively influence both followers' self-esteem and emotions, but particularly so if the leader displayed a transformational style. Results from a scenario experiment, a laboratory experiment, and an organizational survey indeed showed that procedural justice and transformational leadership style interacted to influence followers' self-esteem and emotions, such that the positive relationships between procedural justice and the affective measures were more pronounced when the leadership style was high in transformational behaviour. Implications in terms of integrating the leadership and procedural justice literatures are discussed.     

The role of historically Black colleges and universities (HBCUs) in cultivating the next generation of social justice and public service-oriented moral leaders during the racial reckoning and COVID-19 pandemics

In the United States, college has often served as an incubator for social change agents in the form of student activism and participation in broader social movements. Historically Black colleges and university (HBCUs) have played a pivotal role in social justice movements since their inception with the most notable example being the central role of HBCUs in the Civil Rights Movement. The role of HBCUs in cultivating exemplary leaders provides invaluable examples and frameworks for tackling the dual pandemics of COVID-19 and the latest racial reckoning. The purpose of this paper is to provide a case study of how an all-male HBCU contributes to the development of moral leadership and how that tradition has evolved with the current dual pandemics. We provide a historical overview of Morehouse's leadership models and provide a case study from students currently enrolled at Morehouse College, the only all-male, historically Black college in the United States. Student participants described how leadership has evolved from previous generations, the impact of social media, and what it means to be a moral leader and how the HBCU tradition, shapes leadership.     

EMU Leadership: An egalitarian magnanimous undemocratic way for schools

This paper suggests that the nature of leadership as a significant human characteristic, derived from both philosophical and psychological theorizing, can appropriately be seen as egalitarian (in Macmurray's sense) and magnanimous (in Aristotle's sense), whilst remaining undemocratic. Empirical research carried out in schools supports the idea that, in particular circumstances, this model of leadership may indeed already be recognized in schools. In addition, there are brief references to the psychology of leadership, to the ways in which learning in schools might be theorized, and to the nature of schools as communities. Finally, implications for 'followers' as well as leaders, and for spiritual development in schools, are explored.     

Personality and the Perception of Transformational Leadership: The Impact of Extraversion,Neuroticism, Personal Need for Structure,and Occupational Self‐Efficacy1

This experimental study examined the influence of followers' personal characteristics on their perception of leadership. Participants were 175 students who self‐rated several personality scales (extraversion, neuroticism, personal need for structure, and occupational self‐efficacy) at Time 1. Two weeks later, participants were divided into two groups and were presented a vignette about a transformational or a nontransformational leader. Subsequently, respondents were asked to rate the described leader's behavior on the Multifactor Leadership Questionnaire. Results revealed that followers high in extraversion tended to perceive more transformational leadership, and showed a more positive evaluation of transformational leadership than did followers with low extraversion. Moreover, perceived transformational leadership predicted the acceptance of a leader, but followers' personality traits did not moderate the relationship between perceived transformational leadership and acceptance.