The main aim of this chapter is to investigate and report the specific personality traits, attitudes, styles of individual leaders, and learning experience of Bahraini leaders during COVID-19. A qualitative study technique used in order to purse the objectives of this research. Semi-directive interviews were conducted with 15 Bahraini leaders from different companies and sectors. The data was analysed and discussed based on themes related to the crisis management and effective leadership style. The results revealed that an exceptional leadership style has emerged in the Bahraini organizational environment to instill confidence and resilience to staff, customers, and external stakeholders during crisis. The findings of the current study will offer a comprehensive framework for effective leadership performance in times of crisis. In addition, the results of this study will be beneficial for the field of gender and culture studies, for instance culture diversification and its relationship with leadership styles.
Top1. Introduction
The coronavirus COVID-19 pandemic is the defining global health crisis of our time and the greatest challenge we have faced since the Second World War. Since its emergence in Asia at the end of last year, the virus has spread to all continents, with cases increasing daily in Africa, the Americas and Europe. Countries are struggling to slow the spread of the disease by testing and treating patients, conducting contact searches, restricting travel, quarantining citizens and cancelling large gatherings such as sporting events, concerts and schools. The cases in the world appeared to increase day by day, kingdom of Bahrain was not saved, the virus was confirmed to have reached Bahrain on 21 February 2020. As of 17 September, there have been a total of 62,484 confirmed cases, of which 55,444 have recovered and 217 have died. As of 9 October 2020, Bahrain has the highest number of cases per head of population of any country or territory in the world. A total of 1,288,374 tests were conducted12. The pandemic is moving like a wave—one that may yet crash on those least able to cope. But COVID-19 is much more than a health crisis. By stressing every one of the countries it touches, it has the potential to create devastating social, economic and political crises that will leave deep scars3.
In response to this crisis, Bahrain has set up a committed National Taskforce “Team Bahrain” to handle the spread of the Covid-19 virus and took measures to guarantee that testing and isolated facilities were set up immediately. Bahrain has one of the highest testing rates per capita, obtaining the acknowledgment of the World Health Organization (WHO) for its professional reaction. The Kingdom stands prepared to initiate further actions to avoid the spreading of the virus. Furthermore, the government of Bahrain is supporting individuals and companies through a comprehensive US$11.4 bn economic stimulus package4.
During crisis and extremis situation, management must continue to provide essential services to society and preserve the jobs of tomorrow (Kolditz & Brazil, 2005). This exceptional situation requires managers a great ability to lead, motivate and manage dispersed teams, whose members can work in extremely heterogeneous and stressful conditions (Kolditz, 2005). So how do we meet these challenges?
Different are the researches in which authors identified a consistent pattern of traits, attitudes and behaviours that characterises successful leadership such as staying calm, communication, collaboration, coordination and providing support (Kolditz, 2005). Recently, there is a surging interest for in extremis leaders. Defined as situation in which leaders’ and followers lives are at high risk (Dixon & Weeks, 2017). Leading in risky and uncertain environments contrasts sharply with doing so under stable and predictable situation. This uncertainty make it difficult for leaders to navigate through event, in order to make timely and effective decisions (Bolman & Deal, 2013). During Covid-19 pandemic, leaders everywhere were forced to face a crisis and preparing all aspects of the crisis scenarios. This also include the challenge of making real-time decisions about their companies and employees and handling the potential of more threats with incomplete information.
This chapter, will focus on the different challenges and managerial responses of Bahraini leaders who have faced Covid-19 crises and have a lived experience worth exploring. This study does not seek to create a framework for administrators, but rather, to offer insight into how Bahraini leaders respond to crisis times, in order to help others to be prepared for the future. In fact, the essence of the human experience offers values to those seeking to be prepared for potential trauma, and how best to approach a high risk situation in the future (Moore, 2018). The study will try to answer the following research questions to better understand the context: