A study of Adaptive Performance: Facilitating for adaptive behavior through Transformational Leadership and Psychological Safety during Covid-19

Abstract

In order to better understand the promotion of adaptive behavior during Covid-19, the following research investigates the relationship between transformational leadership and subscales of adaptive performance, as well as the moderating effect of psychological safety. A quantitative study of 146 respondents divided into four companies within a business group was conducted to test our hypothesis. Results postulated that transformational leadership indeed significantly related to each subscale examined of adaptive performance. Further, the analysis yields no support for the moderating effect of psychological safety. Yet, other interesting findings were presented from our analysis, indicating that transformational leadership can develop a psychologically safe environment. Accordingly, our analysis reveals that employees perceiving their leaders as more transformational are more adaptable to change in demonstrating interpersonal adaptability, handling uncertainty and unpredictability, and handling work stress.