Virtually Leading: Performing Leadership Through a Pandemic

Abstract

Over the past year, we have all learned that virtual interaction can be just as tiring as in-person ones. Despite everyone’s attempt to make virtual classes and Zoom meetings more interactive, they always fall short. Humans are constantly performing a version of themselves to others in order to set these impressions based on their actions. Now let’s think about what it means to be a good leader but in a virtual context and how it is performed. This thesis discusses the complexities and nuances of in-person interactions versus virtual ones. It also investigates how employees of an international company (QAD Precision) performed leadership and shifted their objectives because of the difficulties and stress imposed by this past year’s pandemic. Finally, it offers a new model of leadership that appropriately fits the current situation.