Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19

Due to major work disruptions caused by the coronavirus (COVID-19) pandemic, supervisors in organizations are facing leadership challenges as they attempt to manage “work from home” arrangements, the health and safety of essential workers, and workforce reductions. Accordingly, the present research seeks to understand what types of leadership employees think is most important for supervisors to exhibit when managing these crisis-related contexts and, in light of assertions that women may be better leaders during times of crisis, examines gender differences in how male and female supervisors act and how subordinates perceive and evaluate them in real (Study 1) and hypothetical (Study 2) settings. Results indicate that communal leader behaviors were more important to employees in all three crisis contexts. In Study 1, communality was a stronger predictor than agency of supervisor likability and competence. In Study 2, communality was also more positively related to likability, but agency and communality were equally predictive of competence ratings. Ratings of real supervisors suggest that women were not more communal than men when managing these crises, nor did perceptions of leader behavior differ by supervisor gender in a controlled experiment. However, evaluations of women's competence were more directly related to their display of communal behaviors than were evaluations of male supervisors. This research is helpful practically in understanding effective supervisory leadership during the COVID-19 crisis and contributes to the literature on gender and leadership in crisis contexts by attempting to disentangle gender differences in leader behaviors, perceptions, and evaluations.

Identification and Analysis of Problems in Selected European Historic Gardens during the COVID-19 Pandemic

The paper is based on a survey and investigates the functioning of historic gardens during the pandemic. The authors collected and analysed information on the impact of the pandemic on the behaviour of visitors, maintenance, and condition of cultural heritage assets, European historic gardens. Four aspects were considered particularly carefully: the situation of gardens during the COVID-19 pandemic, maintenance and care in gardens, virtual activity and communication, and financial consequences. The authors determined the conditions of the gardens and the problems they faced based on a survey completed by 23 managers of 31 historic gardens from June to August 2020 and then proposed a diagnosis. The paper presents the survey results. In general, visitor volumes tended to drop in 2020, which significantly affected gardens’ financial standing and contributed to workforce reductions. The garden condition and treatments were affected, as well. Reduced visitor volumes resulted in positive environmental changes. Among them were ecological succession, the stability of landscaped plants, increase in vegetation, improved biodiversity in the ground cover, and enhanced animal presence. Additional safety measures were implemented after the gardens were reopened to the public during the pandemic, mostly social distancing, and obligatory face masks. Less than half of the gardens had contingency plans, and 25% of the respondents were working to develop one. The analyses provided foundations to start working on a universal emergency strategy similar to procedures used for years for permanent collections at museums. Note that, being open public spaces and live museums, historic gardens were the first places reopened after the lockdown. Recommendations based on the study can contribute to the future safe functioning of historic gardens in other similar crises. The guidelines offer instructions, advice, and recommendations that form foundations of the development of a universal management model facilitating the preservation of historic gardens in good condition while exploiting their ecological potential.

Survive, Revive, Thrive: Chapter 3: Getting Oriented

Do what you can, with what you have, where you are. - Theodore Roosevelt, 26th US President Getting Oriented - The Only Wrong Direction Is Backwards I begin this column by saying that after attending several recent SPE events filled with students and professionals, all virtual of course, that I have seen the very best of us as members of SPE. To a person, you all have been nothing short of inspiring. Our members know that there is a better tomorrow on the horizon and diligently prepare for the days when our industry begins to thrive again. On the other hand, the industry consolidations and workforce reductions continue, and frankly, I don’t know of anyone whose life and career has not been touched by this pandemic-induced crisis. It’s an axiom of life that if you cannot control it, then you must control how you deal with it. I believe operating under this axiom will serve us well collectively and individually as we push through the pandemic. I want to repeat a passage from my remarks at the President’s Session on Member Monday at ATCE in late October. “As an industry, we are as relevant as ever, even more so now. And further, our industry continues to provide economic growth, as well as access to cleaner water, better food, and affordable transportation. I am a believer, a true believer, I believe in what we do, in who we are, and how important our contributions are to society … I want to thank each of you for your time and effort in support of SPE. We are who we are because of what you have done, and we are who we will become because of your commitment to serve this industry and our global society. The world needs what we do - now, more than ever.” I want you to know that I believe in our mission and our future. As we “Get Oriented,” I want to assure you that as a discipline, we will become stronger, and as an organization, SPE will become more focused on content generation and delivery than at any time in its history. Most importantly, I want to assure you that SPE will continue to serve its members and its global community as the preeminent technical organization in upstream oil and gas. It is imperative that you “Get Oriented” with what you can do and will do in the future as SPE continues to evolve.

Does a strong reduction of colony workforce affect the foraging strategy of a social pollinator?

The way pollinators gather resources may play a key role for buffering their population declines. Social pollinators like bumblebees could adjust their foraging after significant workforce reductions to keep provisions to the colony optimal, especially in terms of pollen quality, diversity, and quantity. To test what effects a workforce reduction causes on the foraging for pollen, colonies of the bumblebee Bombus terrestris were experimentally manipulated in field by removing half the number of workers. The pollen pellets of the workers were taxonomically identified with DNA metabarcoding, a ROC approach was used to filter out underrepresented OTUs, and video cameras and network analyses were employed to investigate foraging strategies and behaviour. The results suggested that the plant diversity in the pollen pellets was high but plant identity and pollen quantity traits were influenced mainly by plant phenology. During the experiment, although the treated colonies increased foraging effort in relation to control nests, only minor changes in the diet breadth and in the other node-level and network-level indices were observed after workforce removal. Therefore, a consistency in the bumblebees’ feeding strategies emerges despite the lowered workforce, which questions the ability of social pollinators to adjust their foraging in the field.

Capital Structure and a Firm's Workforce

While businesses require funding to start and grow, they also rely on human capital, which affects how they raise funds. Labor market frictions make financing labor different than financing capital. Unlike capital, labor cannot be owned and can act strategically. Workers face unemployment costs, can negotiate for higher wages, are protected by employment regulations, and face retirement risk. I propose using these frictions as a framework for understanding the unique impact of a firm's workforce on its capital structure. For instance, high leverage often makes managing labor more difficult by undermining employees’ job security and increasing the need for costly workforce reductions. But firms can also use leverage to their advantage, such as in labor negotiations and defined benefit pensions. This research can help firms account for the needs and management of their workforce when making financing decisions.

Global Higher Education and VUCA – Volatility, Uncertainty, Complexity, Ambiguity

VUCA describes today's chaotic, turbulent, and rapidly changing education environment, which is the new educational normal. VUCA; volatility, uncertainty, complexity, ambiguity, terms coined for the military world also describes today's education world. As a result, educational leaders face the uncertainty of workforce reductions and budget cuts affecting the process of increasing student performance. In addition, rapid changes in technology are constant and ambiguity reigns as mandates for change increase In today's education world VUCA, the chaotic “new normal” is real. The financial crisis of 2008-2009, for example, rendered many businesses obsolete, and organizations throughout the world were plunged into turbulent economic environments. At the same time, rapid changes marched forward as technological developments like social media exploded, the world's population continued to simultaneously grow and age, and global disasters disrupted lives, economies, and businesses. In the new normal, higher education institutions are caught in a critically demanding and increasing unknown present and future characterized by volatility, uncertainty, complexity and ambiguity.