• Dr. Suyog A. Amrutrao Director, Department of Management Science, Dr. Babasaheb Ambedkar Marathwada University, Sub Campus, Osmanabad (MS) India




Leadership,, Covid19,, Corporate,, Employees and Humanity


The COVID-19 pandemic has changed the world's mind set towards people, systems, food, and society. Nature's ultimate power has always been remarked by its own. The government takes steps to raise public awareness of any problem, but we found very little response from the general public. Consider a drought situation in which an awareness programme is carried out to encourage people to use water sparingly. If a draught situation persists for a long time, ultimately, people respond very well. It concludes that nature always shows its presence.

After globalisation, the world becomes a single village. Technology and trends affect each other very quickly, and the same happens with problems like COVID-19. It reaches the worlds every part very quickly. It also forces people to change their minds and souls. Human resources are a powerful source for various organisations. Prior to the pandemic, leadership expected high performance from all human resources within limited resources. In many cases, the human aspects of the employees were neglected.

The words like deadline, work completion, agreement, order, performance, and act are used regularly during work hours. During the pandemic employees, company locations, and leaders were split, and it was very difficult to reconnect everything. Achieving organisational goals in that tough situation was an out of box idea for many companies. Most of them found a way to get out of it. It has been observed that people who have held positions of leadership in an organisation change their leadership style for a variety of reasons. The style of leadership used in the pandemic has now been carried out in the different fashion.


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How to Cite

Amrutrao, S. (2022). LEADERSHIP STYLE DURING AND POST COVID19 IN CORPORATE: A STUDY OF HUMANITY APPROACH WITH EMPLOYEES. International Journal of Engineering Technologies and Management Research, 9(7), 1–7. https://doi.org/10.29121/ijetmr.v9.i7.2022.1189