The COVID-19 pandemic significantly transformed leadership practices across global organisations, with pronounced effects observed among Johannesburg Stock Exchange (JSE) Top 40 companies. This study explored the transition from traditional command-and-control leadership models to more adaptive, compassionate, and inclusive approaches, foregrounding the centrality of employee well-being in navigating crisis contexts. Framed by the BANI (Brittle, Anxious, Nonlinear, Incomprehensible) paradigm, the research examined how senior leaders responded to heightened uncertainty and complexity. Adaptability and empathy emerged as critical leadership competencies. The findings indicated that leaders who prioritised psychological safety, flexibility, and open communication were more effective in maintaining organisational performance, morale, and resilience during the pandemic. This study contributed to the growing body of crisis leadership literature and offered actionable insights into leadership development, strategic HR practices, and organisational sustainability in a post-pandemic world.
Reece Oakes (Fri,) studied this question.