Publication: Leadership Style, Employee Engagement And Employee Performance During Crisis: A Case Of Covid-19 In China
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Date
2025-06
Authors
Pan, Naiming
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Abstract
The COVID-19 pandemic has severely disrupted China’s cloth manufacturing industry, a key contributor to the national GDP, by triggering factory closures, supply chain breakdowns, and declining employee performance (e.g., rising absenteeism,
reduced productivity, and compromised work quality). Existing leadership strategies in labor-intensive manufacturing contexts have proven insufficient to address these challenges, creating an urgent need to identify effective leadership approaches that
sustain performance during crises. This study examines how four leadership styles— autocratic, democratic, transformational, and transactional—influence employee performance among frontline workers in Zhejiang’s cloth manufacturing sector, and
how employee engagement moderates these relationships.
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Keywords
Leadership--China , Organizational behavior