Abstract
The pandemic has had not only economic, social and environmental implications, but also appeared to put our leaders, whether of companies or countries, in a new light. People questioned why and how decisions were made, why some countries reacted differently to others in the pandemic. The resulting outcome was a mixture of failed expectations, uncertainty and ambiguity, regardless of whether in business, politics or other areas of life. This chapter reviews the idealistic nature of leadership/management styles and considers the overlooked complexities of human nature from both a Jungian and cultural perspective, that may account for the disappointments and failed expectations in leadership that have emerged after the pandemic. Through a comprehensive review, a new leadership conceptual framework is developed with the term ‘realistic leadership’. It is put forward that through the acceptance of the shadow nature of leaders, expectations will be realistic and rather than live up to an idealistic persona, both employees and staff will take on a new authenticity that stretches beyond current leadership styles. The chapter is concluded with the tools or competencies that a leader of this new type may require, along with practical and research implications of the review.
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Chandler, N. (2022). Post Pandemic: A Proposed Theoretical Model for Realistic Expectations of Leadership and Management. In: Machado, C., Davim, J.P. (eds) Organizational Management in Post Pandemic Crisis. Management and Industrial Engineering. Springer, Cham. https://doi.org/10.1007/978-3-030-98052-8_6
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