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Leadership Style, Employee Engagement And Employee Performance During Crisis: A Case Of Covid-19 In China

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dc.contributor.authorPan, Naiming
dc.date.accessioned2026-05-11T08:05:57Z
dc.date.available2026-05-11T08:05:57Z
dc.date.issued2025-06
dc.description.abstractThe 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.
dc.identifier.urihttps://erepo.usm.my/handle/123456789/24170
dc.language.isoen
dc.subjectLeadership--China
dc.subjectOrganizational behavior
dc.titleLeadership Style, Employee Engagement And Employee Performance During Crisis: A Case Of Covid-19 In China
dc.typeResource Types::text::thesis::doctoral thesis
dspace.entity.typePublication
oairecerif.author.affiliationUniversiti Sains Malaysia
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