Virtual leadership in times of crisis Changes for leaders and support opportunities

Background and objective The coronavirus disease 2019 (COVID-19) pandemic led to significant changes to office workplaces. To date there are few studies on the effects of the pandemic-related introduction of digital remote work on leaders. The aim of this study is to investigate what kind of changes and support leaders experienced during the COVID-19 pandemic. Methods In this qualitative interview study, 16 leaders were asked about their experiences during the COVID-19 pandemic using semi-structured, guide-based telephone interviews from May to July 2021. The recorded data were transcribed, anonymized and inductively analyzed using qualitative content analysis according to Mayring. Results First, leaders reported organizational changes to their own working conditions and increased leadership demands. Second, they described both negative and positive changes in team collaboration, such as challenges in digital communication, onboarding of new team members but also an improvement in social relationships. Leaders experienced support through e.g., flexible working conditions, provision of structural offers, adequate technical equipment, and support from management or colleagues. Conclusion Considering the relevance of leaders in change processes and their high work and leadership demands, ensuring needs-based support by organizations is of particular importance. In order to be able to meet the challenges in times of crisis such as the COVID-19 pandemic, organizations should provide their leaders with behavioral and structural preventive measures.