Leadership in uncertain times: exploring leader-member exchange and leadership adaptations during the COVID-19 transition

Abstract

This thesis explores leadership dynamics during the COVID-19 pandemic, focusing on how leader-member relationships (LMX) influenced leadership strategies. Using qualitative methods, the study examines the experiences of 12 leaders who managed teams across various industries through the sudden transition to remote or hybrid work. The research highlights how intentional communication, support, safety, and relationship-building shaped leadership practices during this crisis. Leaders employed tailored communication strategies to maintain engagement, reduce uncertainty, and ensure that their team members felt valued as individuals. Findings demonstrate that virtual leadership required heightened intentionality, emphasizing person-first approaches and the importance of consistent support. Leaders had to adapt their communication styles, increase transparency, and show empathy to maintain trust and team cohesion. The study also discusses the theoretical implications of LMX during times of crisis, showing how strong leader-member exchanges positively impacted motivation, retention, and well-being. Practical recommendations highlight the need for clear communication, flexibility, and emotional support in remote leadership settings.