Coronavirus

In times of crisis, leaders need to watch out for at least two leadership blind spots: One involves overreacting, one denial — a “suck it up” approach can be valorized in certain work cultures. Here are practical actions to tame such impulses and bring greater clarity, calm and goodwill in a moment when how you show up as a leader really counts.

How can managers promote consistent ways of working among team members from diverse cultural backgrounds who are based all over the world? And how can leaders help workers develop solid relationships with their colleagues even though they may not meet them regularly — if ever? Darden Professor Yo-Jud Cheng sheds light on those questions.

At a time of uncertainty and growing anxiety caused by the coronavirus pandemic, having transparent, consistent and empathetic communication with key stakeholders is more critical than ever. Darden Professor June West and Darden Executive-in-Residence Steve Soltis share four lessons in communicating through the fast-moving crisis.

While no U.S. president has faced a challenge quite like the current one, what do past commanders-in-chief have to teach us about leading through a crisis. Professor Bob Bruner shares findings of the leadership styles of past U.S. presidents that could inform the current moment for leaders at all levels as we navigate the difficult path ahead.

The actions taken by retail health clinics — small primary care clinics located within retail outlets like Walmart’s Care Clinics or CVS’ MinuteClinic — will have a significant impact on public safety, and their actions may prevent the COVID-19 pandemic from overwhelming the U.S. health care system. Darden Professor Dennie Kim explains.

The science of collective intelligence is clear: a positive emotional state enables the highest levels of performance. How do we reach that in the midst of social distancing and the anxiety the COVID-19 pandemic breeds? Here: practical steps to create a positive virtual working environment and daily practices to foster emotional connection.

Humanity is a social species — yet the coronavirus pandemic requires that we reduce physical contact. Here are actionable suggestions for effective interactions to help balance efficiency and connectedness, as modern technology helps us move our interactions to the virtual world and avoid significant social isolation.

Churchill and Lincoln deliberately solicited the opinions of those who were willing to challenge them. Leaders may be best advised to evaluate where loyalty lies: the leader’s self-interest or the organization’s mission? Professor Detert discusses courageous leadership — necessary to get us through COVID-19.

What’s novel about COVID-19 isn’t just the coronavirus. It’s the sheer scale and depth of The Big Human Pivot that this tiny infectious particle has triggered. In unprecedented times, what can you do to lead mindfully through it? In this series, Lili Powell introduces a Leading Mindfully strategy: “see it, name it, tame it and reclaim it.”

The COVID-19 crisis has accelerated the number of teams working virtually. Here: tips for leaders of virtual teams on how to communicate expectations clearly, choosing the appropriate communication style and supporting a team from afar.