Bridging Theory and Practice: Lessons from Leading Through Crisis

This article critically examines the intersection of leadership theory and practice through the lens of crisis management during the COVID-19 pandemic. Using secondary data and a real-world leadership case drawn from the portfolio management sector, it analyzes how leaders mobilized transformational leadership principles, emotional intelligence, process innovation, and strategic communication to navigate volatile and uncertain conditions. The discussion highlights the adaptive leadership behaviors that emerged when theoretical models proved insufficient for rapidly evolving challenges, particularly in small and medium-sized enterprise (SME) contexts. Findings reveal that static, one-size-fits-all leadership frameworks often fail to account for contextual complexity, emotional strain, and organizational interdependencies that arise during crises. In response, the article advances a more fluid, context-responsive approach to leadership development, emphasizing experiential learning, reflective practice, and cross-functional collaboration. By integrating academic frameworks with documented organizational responses, the study offers practical recommendations for educators, managers, and policymakers seeking to strengthen crisis readiness, resilience, and decision-making capacity in future disruptions.

Crisis leadership; transformational leadership; emotional intelligence

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