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COVID-19 and Business Leadership: Opportunities and Challenges in Developing Countries

Received: 26 July 2022     Accepted: 23 August 2022     Published: 31 August 2022
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Abstract

The consequences of COVID-19 are significant, and as the emergency unfolds, numerous businesses are attempting to obtain it, respond to it, and learn lessons from rapidly unfolding events. COVID-19 poses a global existential threat. Business organizations, like public organizations, are facing significant challenges as a result of the severe health crisis. Those in developing countries are found to be more vulnerable than their counterparts in developed countries. Vulnerability is associated with a shaky business foundation. To mitigate the virus's impact, leaders must employ flexible and adaptive leadership-crisis leadership that allows businesses to breathe and continue to exist. For a flexible and adaptive leader, systems thinking, confidence, deliberative calm, emotional intelligence, communication skill, and all stakeholder interaction are essential. The COVID-19 provides opportunities for developing-country business organizations. Because traditional business transactions are still prevalent, it opens the door for online business ventures. Another lesson for leaders is to be prepared for unexpected risks. As a result of physical separation, curfews, and limited mobility of people, the virus made it difficult to conduct business in the pre-corona era. Furthermore, outdated technologies, insufficient capital, and inadequate infrastructures such as internet and transportation exacerbate the virus's impact on business. Business leader qualities and skills, as well as government actions such as policy changes deemed necessary to allow digitalization of commerce in order for businesses to survive post-corona.

Published in Advances in Sciences and Humanities (Volume 8, Issue 3)
DOI 10.11648/j.ash.20220803.12
Page(s) 57-61
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2022. Published by Science Publishing Group

Keywords

Crisis, Leadership, Developing Countries, COVID-19, Pandemic

References
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[2] David, R. (2020). COVID-19 : What makes a good leader during a crisis ? Retrieved from https://www.bbc.com/worklife/article/20200326-covid-19-what-makes-a-good-leader-during-a-crisis, accessed on june 15, 2020.
[3] Fener, T., & Cevik, T. (2015). Leadership in Crisis Management : Separation of Leadership and Executive Concepts. 26 (15), 695–701. https://doi.org/10.1016/S2212-5671(15)00817-5
[4] Firestone, S. (2020). What Is Crisis Leadership ? 7–21. https://doi.org/10.1007/978-3-030-44955-1
[5] Flynn, T. (2004). What it Means to Lead During a Crisis : An Exploratory Examination of Crisis Leadership. Allan Schoenberg/Crisis Leadership – Page, 1–26.
[6] Garcia, H. F. (2006). Effective leadership response to crisis. Strategy & Leadership, 34 (1), 4–10. https://doi.org/10.1108/10878570610637849
[7] Gemma, D. (2020). Leadership in a crisis : Responding to the coronavirus outbreak and future challenges Organizing to respond to crises : The. Retrieved from https://www.mckinsey.com/business-functions/organization/our-insights/leadership-in-a-crisis- responding-to-the-coronavirus-outbreak-and-future-challenges#%0A1. accessed on june 15, 2020.
[8] Hamblin, R. L.. (2020). Leadership and Crises Author (s): Robert L. Hamblin Published by : American Sociological Association Stable URL : https://www.jstor.org/stable/2785796. 21 (4), 322–335.
[9] Hasel, M. C. (2013). A question of context : the influence of trust on leadership effectiveness during crisis. M@n@gement, 16 (3), 264–293.
[10] Heifetz, R., Grashow, A., & Linsky, M. (2009). Leadership in a (Permanent) Crisis. (august), 1–18.
[11] Heifetz, R., Grashow, A., & Linsky, M. (2016). The Practice of Adaptive Leadership, DM 999 – “Diagnostic Problem-Solving: Root Cause Analysis (RCA).
[12] Heifetz, R., & Linsky, M. (2002). ON Change. MANAGING YOURSELF : A Survival Guide for Leaders. 63–73.
[13] Klann, G. (2003). CRISIS LEADERSHIP Using Military Lessons, Organizational Experiences, and the Power of Influence to Lessen the Impact of Chaos on the People You Lead.
[14] Lucero, M., Kwang, A. T. T., & Pang, A. (2015). Crisis leadership : when should the CEO step up ? (February). https://doi.org/10.1108/13563280910980032
[15] Probert, J. (2011). Leadership Development : Crisis, Opportunities and the Leadership Concept. 7 (2), 137–150.
[16] Ronald, H., & Linsky, M. (2004). When Leadership Spells Danger (Vol. 61). Retrieved from http://www.ascd.org/authors/ed_lead/el200404_heifetz.html (1).
[17] Wooten, L. P., & JAMES, E. H. (2005). Leadership as (Un)usual: How to Display Competence in Times of Crisis ERIKAHow to Display Competence in Times of Crisis. Organizational Dynamics, 34 (2), 141–152. https://doi.org/10.1016/j.orgdyn.2005.03.005
[18] Yukl, G. (2008). The Importance of Flexible Leadership.
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Cite This Article
  • APA Style

    Daniel Tadesse Tulu. (2022). COVID-19 and Business Leadership: Opportunities and Challenges in Developing Countries. Advances in Sciences and Humanities, 8(3), 57-61. https://doi.org/10.11648/j.ash.20220803.12

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    ACS Style

    Daniel Tadesse Tulu. COVID-19 and Business Leadership: Opportunities and Challenges in Developing Countries. Adv. Sci. Humanit. 2022, 8(3), 57-61. doi: 10.11648/j.ash.20220803.12

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    AMA Style

    Daniel Tadesse Tulu. COVID-19 and Business Leadership: Opportunities and Challenges in Developing Countries. Adv Sci Humanit. 2022;8(3):57-61. doi: 10.11648/j.ash.20220803.12

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  • @article{10.11648/j.ash.20220803.12,
      author = {Daniel Tadesse Tulu},
      title = {COVID-19 and Business Leadership: Opportunities and Challenges in Developing Countries},
      journal = {Advances in Sciences and Humanities},
      volume = {8},
      number = {3},
      pages = {57-61},
      doi = {10.11648/j.ash.20220803.12},
      url = {https://doi.org/10.11648/j.ash.20220803.12},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ash.20220803.12},
      abstract = {The consequences of COVID-19 are significant, and as the emergency unfolds, numerous businesses are attempting to obtain it, respond to it, and learn lessons from rapidly unfolding events. COVID-19 poses a global existential threat. Business organizations, like public organizations, are facing significant challenges as a result of the severe health crisis. Those in developing countries are found to be more vulnerable than their counterparts in developed countries. Vulnerability is associated with a shaky business foundation. To mitigate the virus's impact, leaders must employ flexible and adaptive leadership-crisis leadership that allows businesses to breathe and continue to exist. For a flexible and adaptive leader, systems thinking, confidence, deliberative calm, emotional intelligence, communication skill, and all stakeholder interaction are essential. The COVID-19 provides opportunities for developing-country business organizations. Because traditional business transactions are still prevalent, it opens the door for online business ventures. Another lesson for leaders is to be prepared for unexpected risks. As a result of physical separation, curfews, and limited mobility of people, the virus made it difficult to conduct business in the pre-corona era. Furthermore, outdated technologies, insufficient capital, and inadequate infrastructures such as internet and transportation exacerbate the virus's impact on business. Business leader qualities and skills, as well as government actions such as policy changes deemed necessary to allow digitalization of commerce in order for businesses to survive post-corona.},
     year = {2022}
    }
    

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    AB  - The consequences of COVID-19 are significant, and as the emergency unfolds, numerous businesses are attempting to obtain it, respond to it, and learn lessons from rapidly unfolding events. COVID-19 poses a global existential threat. Business organizations, like public organizations, are facing significant challenges as a result of the severe health crisis. Those in developing countries are found to be more vulnerable than their counterparts in developed countries. Vulnerability is associated with a shaky business foundation. To mitigate the virus's impact, leaders must employ flexible and adaptive leadership-crisis leadership that allows businesses to breathe and continue to exist. For a flexible and adaptive leader, systems thinking, confidence, deliberative calm, emotional intelligence, communication skill, and all stakeholder interaction are essential. The COVID-19 provides opportunities for developing-country business organizations. Because traditional business transactions are still prevalent, it opens the door for online business ventures. Another lesson for leaders is to be prepared for unexpected risks. As a result of physical separation, curfews, and limited mobility of people, the virus made it difficult to conduct business in the pre-corona era. Furthermore, outdated technologies, insufficient capital, and inadequate infrastructures such as internet and transportation exacerbate the virus's impact on business. Business leader qualities and skills, as well as government actions such as policy changes deemed necessary to allow digitalization of commerce in order for businesses to survive post-corona.
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Author Information
  • Department of Management, Ambo University, Ambo, Ethiopia

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