COVID-19
Despite comparing the COVID-19 epidemic to a war, most political leaders were in
denial of its severity during the early onslaught. Their rhetoric was not matched by
commensurate policy initiatives, prompting many academics to see a leadership
crisis inside a health crisis. At the same time, there were leaders who were realistic
and humble, and who took the disease's seriousness seriously. They acted fast and
effectively with the public. As a result, they were able to regulate the virus's
transmission to some extent, developing an extraordinary synergy between agents
and followers.
COVID Research
The research conducted by our UK colleagues tells the story of responsible business
and trustworthy leadership through the peak and the aftermath of the COVID-19
pandemic. It gathers the perspectives of more than 80 senior leaders, including HR
directors, across organizations that include FTSE 100 companies, large local
authorities and household names. Through their candid reflections, we offer a
unique insight into leading an organization during both phases of the crisis and key
learning’s to consider to become a responsible business and embed cultures of
trust.
Stakeholders Interest
There are basically two types of stakeholders Internal and external, both have great
Influences on any development projects. In this given scenario Investors,
employees, managers, shareholders are in the side of the Internal stakeholder, who
are interested to execute the project, whereas, clients , government agencies,
external community are the other hand also Influences the Cinema project. All have
their own mindset and influences.
Approaches for Leaders
Based on a leader's personality and qualities, the criteria for a leader's success
might be either input-oriented or output-oriented, or both. Legitimacy,
responsibility, and political commitment are frequently required characteristics of a
strong/good leader. Personal features or abilities like as charm, popularity,
experience, and communication skills may also assist a leader build soft power in
order to gain followers. Healthcare and human wellbeing must be incorporated to
the economic and social objectives in the context of COVID-19.
However, while these features and attributes are important, they are insufficient to
predict outcomes. Leaders' effect and success or failure may be significantly more
dependent on the actions and responses of government agents, civil officials, and
local administration; followers; and the external environment, over which a leader
may have little control. Nonetheless, a central leader possesses the capacity and

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