Academic Leadership in a Time of Crisis: The Coronavirus and COVID?19
#MMPMIDC7228314
Fernandez AA
; Shaw GP
?-/-? 2020[Spr]; 14
(1
): 39-45
PMIDC7228314
show ga
The novel coronavirus and the disease it causes, COVID?19 is one of the most
unpredictable global public health crises in recent times. Academic leaders
across the United States have responded by moving their educational and
associated activities online; as a sense of immediacy swept the nation. The
decision to pivot to remote learning was made swiftly, particularly by those
institutions operating a shared leadership model, benefitting from a greater
degree of agility, innovation, and collaboration. The current article highlights
three of the leadership best practices for navigating unpredictable adaptive
challenges such as that posed by the coronavirus pandemic. Firstly, by utilizing
a type of servant leadership, that emphasizes empowerment, involvement, and
collaboration, academic leaders with emotional intelligence and emotional
stability should place the interests of others above their own. Secondly,
academic leaders should distribute leadership responsibilities to a network of
teams throughout the organization to improve the quality of the decisions made in
crisis resolution and thirdly, leaders should communicate clearly and frequently
to all stakeholders through a variety of communication channels. Looking forward,
the rise of the flexible ?allostatic leader? with the adaptive capacity to learn
and evolve in crisis, to emerge better able to address future crises, is
described.
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