COVID-19 Leadership and Stakeholder Management: A Crisis Analysis

This report examines leadership strategies and stakeholder management during the COVID-19 pandemic. It analyzes the responses of leaders, the impact on stakeholders (internal and external), and the effectiveness of crisis management approaches. The report highlights the importance of responsible business practices and the need for leaders to foster trust. It also discusses the 'war analogy' used by leaders to emphasize the urgency of the situation, including the need for advanced planning, coordinated command, and public support. The report emphasizes the importance of healthcare and human wellbeing, in addition to economic and social objectives. It concludes by discussing the role of government agents, civil officials, and local administration in influencing outcomes, and the capacity of leaders to provide incentives for collaboration. The report draws on research from the UK, which includes the perspectives of over 80 senior leaders across different organizations.

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
authority to give incentives for agents and followers to collaborate. Furthermore, non-state informal
capacity is embedded in community and civil-society organizations, in addition to official institutions.
Many international leaders, including those from China, France, India, the United Kingdom, and the
United States, as well as the UN Secretary-General, have compared the COVID-19 health catastrophe to

waging a war in an effort to emphasize the urgency of the issue. This "war analogy" has been useful in
dealing with the current pandemic because some essential aspects are shared by both, such as
advanced planning and preparation, developing an early warning system, central and coordinated
command, logistics, minimizing collateral damage, enforcing discipline and boosting morale, and public
support. The reliance on external sources for supplies during a conflict can be deadly.