Virtual leadership in the post Covid-19 manufacturing industry: An integrative review
DOI:
https://doi.org/10.54167/ejbei.v2i2.1807Keywords:
Virtual Leadership, Virtual Team, Manufacturing Industry, Transformational Leadership, Integrative Methodology, Covid-19Abstract
In 2020, the Covid-19 pandemic caused a global standstill, forcing industries to seek alternatives to sustain their operations and ensure the continued functioning of society. This was the case for the manufacturing industry, which adopted virtual work or telecommuting as a key strategy. This literature-based analysis explores how virtual leadership has influenced employee performance, well-being, and organizational dynamics during the pandemic. An integrative approach was adopted as the research methodology, allowing for the combination of theoretical and empirical knowledge to identify patterns, gaps, and opportunities in the field of virtual leadership. The findings indicate that transformational and authentic leadership styles are considered the most effective by both leaders and employees in the manufacturing sector. These styles are notable for fostering trust, motivation, and adaptability in virtual environments. The main conclusion is that virtual work has become a favorable option for both companies and employees, while in-person work is now largely limited to specific functions, particularly at the operational level. This highlights the need for further research into virtual work, especially regarding its long-term impact on productivity, employee well-being, and organizational sustainability.
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