This case study explores the individual self-efficacy of the members of a single team to cope with the organizational changes caused by the COVID-19 crisis, and how their confidence is shaped by...Show moreThis case study explores the individual self-efficacy of the members of a single team to cope with the organizational changes caused by the COVID-19 crisis, and how their confidence is shaped by the sharing of two concrete leadership behaviours within the team. Visionary leadership has been proven effective in organizational change, and the directive style in managing crisis, both as a vertically-exerted authority. Instead, this study places these leadership behaviours in a shared leadership context. Through 8 surveys and 3 interviews, the research found that the team experienced initial levels of fears and anxieties regarding the uncertainty of the crisis, which were further transformed into high levels of self-efficacy to cope with those changes. The findings confirm that visionary leadership was indeed effective to stimulate individual confidence for performance, also when horizontally shared between equal peers. The evidence on sharing directive leadership style, however, was insufficient to demonstrate their existing relationship.Show less
