Siinviidatu leidis oma koha peamiselt kahel põhjusel: (1) tegemist on kvaliteetse uurimusega paljudele eluliselt tähtsas valdkonnas ning (2) minuni ulatuv traditsiooniliste juhtimispraktikate põlistamine kaugjuhtimise ajastul viitab ühemõtteliselt artiklis rõhutatud emotsionaalse intelligentsuse kriisile juhtimises. Tekst on kasulik lugemisvara kõikidele organisatsioonide ja juhtimisega puutumuses olijatele. Tegelikult oleks arukas see tekst “ülendada” juhtimisainete seminaritekstide hulka.

Kontekstist:

Unlike the 2008 recession and other past crises, the coronavirus presents vastly different risks for organizations and their leaders. This is a health crisis combined with an economic crisis that has a high level of uncertainty and a rapidly changing set of circumstances (Baltzley et al., 2020).

Kaugjuhtimise väljakutsed:

The rapid shift to remote work presents additional challenges for organizations and their leaders. Effective performance measurement, accountability, decision-making processes, teamwork and the health, and well-being of employees are some of the immediate issues that leaders now face (e.g., Gadelshina, 2020; Tourish, 2020).

Traditsioonilised praktikad ei ole enam asjakohased (ometi kohtab neid “vabas looduses” igapäevaselt) ja inimenevõiks saada peamise tähelepanu:

There are numerous issues and concerns which remote work presents to leadership, and one thing is very clear from previous research on remote leadership: leaders cannot lead in the same manner that they would in a face-to-face environment (Hambley et al., 2007; Zaccaro et al., 2004). Virtual leaders must invest a significant amount of increased time and effort on the people side of leading versus the operational aspects (Purvanova & Bono, 2009).

Usaldus ja kommunikatsioon:

Establishing trust and effective communication methods are consistently identified as primary challenges for leading remotely (Levasseur, 2012; Slade, 2015). In addition, leaders must discover novel ways to sustain the organizational culture (Maher, 2014) and consider how they consistently convey the culture.

Kui juhid põlistavad traditsioonilisi praktikaid, siis …

Employees experience a lack of emotional support, stress, and burnout during their remote work (Gallup, 2020). Remote work can aggravate the root causes of burnout: unmanageable workloads, unrealistic deadlines and time pressures, unfair treatment, unclear communication from leadership, and lack of leadership support (Robison & Hickman, 2021).

Juhtimist tuleb pidevalt õppida:

Leaders must also deal with a multitude of concerns at an individual level, particularly which skills and behaviors are essential to effectively lead in these trying times (Kayes, 2019). A variety of individual skills and competencies have been identified for effective leadership in a crisis. For example, James and Wooten (2005) named the following six core leadership competencies: building trust, creating a new corporate mindset, identifying organizational vulnerabilities, making rapid and smart decisions, taking courageous actions, and learning from the crisis.

Emotsionaalne intelligentsus on keskpunktis:

The concept of emotional intelligence is based on three premises: that emotions play an important role in life; that people vary in their ability to perceive, understand, use and manage emotions; and that these differences affect individual adaptation in a variety of contexts, including the workplace (Cherniss, 2010).

Missuguseid oskuseid siis vaja oleks?

Technical and functional skills are certainly important, yet prior reports maintain that personal and interpersonal capabilities make the difference (e.g., D’Auria & De Smet, 2020; James & Wooten, 2005; Kayes, 2019). Our study demonstrates the fundamental significance of all facets of emotional intelligence to remote leadership in a crisis.

Wittmer, J. L. S., & Hopkins, M. M. (2021). Leading Remotely in a Time of Crisis: Relationships with Emotional Intelligence. Journal of Leadership & Organizational Studies. https://doi.org/10.1177/15480518211053531