Ling, F Y Y and Teh, K K L (2025) Effective leadership styles to boost employees' work outcomes during COVID-19 pandemic: Perspective of facilities management professionals. Engineering, Construction and Architectural Management, 32(6), pp. 3857-3882. ISSN 0969-9988
Abstract
Purpose: This study investigated what are the effective leadership styles and practices that boost employees' work outcomes during the COVID-19 pandemic from the perspective of facilities management professionals (FMPs). Design/methodology/approach: Three predominant leadership styles (transformational, transactional contingent reward and disaster management) were operationalized into 38 leadership practices (X variables) and 8 work outcomes (Y variables). The explanatory sequential research design was adopted. Online questionnaire survey was first conducted on FMPs who managed facilities during the critical periods of COVID-19 pandemic in Singapore. In-depth interviews were then carried out with subject matter experts to elaborate on the quantitative findings. Findings: During the pandemic, FMPs were significantly stressed at work, but also experienced significant job satisfaction and satisfaction with their leaders/supervisors. Statistical results revealed a range of leadership practices that are significantly correlated with FMPs' work outcomes. One leadership practice is critical as it affects 4 of the 8 FMPs' work outcomes - frequently acknowledging employees' good performance during the pandemic. Research limitations/implications: The study explored 3 leadership styles. There are other styles like laissez faire and servant leadership that might also affect work outcomes. Practical implications: Based on the findings, suggestions were provided to organizations that employ FMPs on how to improve their work outcomes during a crisis such as a pandemic. Originality/value: The novelty is the discovery that in the context of a global disaster such as the COVID-19 pandemic, the most relevant leadership styles to boost employees' work outcomes are transactional contingent reward and disaster management leadership. The study adds to knowledge by showing that not one leadership style is superior – all 3 styles are complementary, but distinct, forms of leadership that need to work in tandem to boost FMPs' work outcomes during a crisis such as a pandemic.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | facilities management; human resource management; leadership styles; work outcomes |
| Index terms: | Singapore, pandemic, satisfaction, research design, job satisfaction, servant leadership, disaster management, supervisor, COVID-19, interview, human resource management, survey, leadership style, methodology, questionnaire, facilities management |
| Subjects: | management, health risk and incident analysis, research design and methodology, data collection methods, project delivery, financial risk, Geography, research methods, leadership, practitioner |
| Topics: | Roles and Professions, Cost Management, Business Strategy, Research Practice, Organizational Design, Human Resources, Health and Safety, Project Management, Geographical Context |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here