Leading, not just managing: Rebalancing leadership in a post-pandemic world

Research indicates that recent crises—including the pandemic, geopolitical conflicts, economic instability, and climate-related events—have significantly shifted how leaders spend their time, often pushing them into more tactical, short-term tasks over strategic, big-picture thinking.

There is significant evidence that, post-COVID, many leaders have been pulled into more operational roles at the expense of broader, strategic leadership. Research suggests that the pandemic disrupted traditional roles, forcing leaders to handle crisis management, short-term decisions, and immediate operational needs, which shifted their focus away from visionary guidance (MIT Sloan Executive Education, 2021). For example, Deloitte (2020) highlights that during COVID-19, leaders had to prioritise employee safety and operational continuity, which created a reactive environment where leaders spent more time maintaining daily functions than driving long-term direction.

Moreover, studies by McKinsey & Company (2021) indicate that middle managers and executives have increasingly found themselves in roles involving direct oversight and operational tasks, rather than focusing on coaching, development, and leadership cultivation. This shift has led to challenges in supporting employee engagement and morale, as leaders are less able to dedicate time to the “softer” aspects of leadership that contribute to long-term organisational health and resilience.

Overall, these trends show how the complexity of post-COVID challenges—such as economic instability, geopolitical tension, and technological demands—has burdened leaders with “doing” more than “leading.”

To help leaders manage the increased demands of post-COVID environments while enhancing strategic focus, several approaches are recommended. Here are some actionable solutions:

Leadership development programmes that focus on resilience, adaptive thinking, and emotional intelligence can help leaders better manage crises without losing sight of strategy. It is important to provide middle and senior leaders with coaching skills to build stronger, more autonomous teams capable of handling operational demands independently.

Leveraging data analytics can aid in more effective and swift decision-making, reducing leaders' need to be directly involved in all operational decisions. Implementing technology that supports real-time data sharing and analysis enables leaders to maintain oversight without micromanaging.

Fostering a culture where team members at all levels feel empowered to make decisions can reduce dependency on top leaders for everyday matters. By training team members to take ownership of their roles, leaders can shift from day-to-day management to focusing on guiding and mentoring emerging leaders.

Leaders should also be encouraged to maintain their own well-being, as burnout is a common issue in high-stress environments. Programmes that support mental and emotional resilience can reduce burnout and prevent leaders from becoming overwhelmed by operational tasks. This improves focus on broader, high impact goals.

Leaders can delegate day-to-day operational responsibilities to trusted team members or specialised roles. This frees up time for high-level future thinking and long-term planning. Companies can empower middle managers by clarifying their roles and providing resources, so they manage operations independently, allowing leaders to focus on vision and direction.

By implementing the above, organisations can support leaders in stepping back from constant “doing” to lead more effectively and sustainably in the post-pandemic landscape.

References:

McKinsey & Company. (2021, April 28). Better bosses: Changing the way we lead post pandemic. McKinsey & Company. https://www.mckinsey.com/featured-insights/Mckinsey-live/webinars/better-bosses-changing-the-way-we-lead-postpandemic

MIT Sloan Executive Education. (2021, September 8). The future of leadership in the post-COVID era. MIT Executive Education Blog. https://exec.mit.edu/s/blog-post/the-future-of-leadership-in-the-post-covid-era-MC47Q6JRB65BCDLJFLHOUVWTHAJA

Renjen, P. (2020, March 16). The heart of resilient leadership: Responding to COVID-19. Deloitte Insights. https://www2.deloitte.com/us/en/insights/economy/covid-19/heart-of-resilient-leadership-responding-to-covid-19.htm

Renjen, P. (2020, April 22). The essence of resilient leadership: Business recovery from COVID-19. Deloitte Insights. https://www2.deloitte.com/us/en/insights/economy/covid-19/guide-to-organizational-recovery-for-senior-executives-heart-of-resilient-leadership.html