Transformational Leadership During the Covid-19 Pandemic
Strengthening Employee Engagement Through Internal Communication
Bibliographic Data
| ID | 11372144 |
|---|---|
| Authors | Nobertus R Santoso (0000-0002-4906-0528, Atma Jaya University Yogyakarta, corresponding author), Ike Devi SULISTYANINGTYAS (Atma Jaya University Yogyakarta), Brahma Putra Pratama (0000-0003-3086-5606, Atma Jaya University Yogyakarta) |
| Year | 2022 |
| Publication date | 2022-04-18 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Communication Inquiry (JOURNAL) |
| Journal identifiers | ISSN: 0196-8599 • E-ISSN: 1552-4612 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/01968599221095182 |
| OpenAlex | W4224255052 |
| Language | EN |
| Citations received | 14 |
| References cited | 48 |
This article examines the function of transformational leadership in enhancing employee engagement through internal communication during the COVID-19 pandemic to ensure the companies’ sustainability. This article is based on semi-structured interviews with 16 informants (human resources department representatives and employees) from the four industries most impacted by the COVID-19 epidemic: travel, hotel, food and beverage, and retail sectors. The findings reveal that transformational leaders play a critical role in fighting the COVID-19 pandemic by encouraging employees to be innovative and creative, undertaking active actions, and strengthening employee engagement through internal communication. On the other hand, internal communication has changed due to the pandemic, including communication flow, messages, and media. Internal communication has promoted a climate for active communication behaviors encouraging knowledge sharing, collaboration, and creativity-enhancing employee engagement. Through spiritual values, transformational leaders who promote employee engagement amid this crisis ensure the organization's sustainability. Due to the COVID-19 pandemic, this research suggests that leaders might increase employee engagement by including spiritual values through internal communication
Business · Coronavirus disease 2019 (COVID-19 · Creativity · Employee engagement · Internal communications · Pandemic · Political science · Public relations · Sustainability · Transformational leadership · Employee Performance and Leadership · Job Satisfaction and Organizational Behavior · Medicine · Psychology · Social Psychology · Workplace Spirituality and Leadership
The function of internal communication during the Covid-19 health crisis
Utilization of the dimensions of learning organization for enhanced hospital performance
Leadership communication, employee engagement, and online communication behaviors during crises
Sustainable internal communication and digital trends amidst an energy crisis
Resilience in the context of multiple adverse circumstances? Leadership capacity and teachers’ practice during Covid-19 at schools serving disadvantaged communities
Effects of transformational leadership and the stress of the Covid-19 lockdown on employee’s performance
Covid-19 Research in Communication Journals
Teachers’ perception of leadership styles and involvement during the Covid-19 pandemic crisis
Employee engagement and trust relationships during Covid-19 pandemic
Leading with purpose
Transformational Leadership, Employee Engagement, Job Satisfaction, and Psychological Well-Being among Hotel Employees after the Height of the Covid-19 Pandemic
Predictors of Post-Traumatic Growth in a Sample of United Kingdom Mental and Community Healthcare Workers during the Covid-19 Pandemic
Perspectives and Challenges of Internal Communication
A comparative investigation of the impact of digitalisation and work-from-home policy on firm performance
Daily transactional and transformational leadership and daily employee engagement
Public Relations Professionals’ Communication Strategies in Responding the Covid-19 Pandemic Based on Gender
Strategic Value of Employee Relationships and Communicative Actions
Employee engagement, positive organizational culture and individual adaptability
Exploring the influence of social media on employee work performance
What Is a Case Study and What Is It Good for
| Citations per year | 4.67 |
|---|---|
| Citation span | 2023 - 2026 (4) |
| Highly cited | No |