October 30, 2020 Journal article Open Access

Miller, Vachel

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  <identifier identifierType="DOI">10.5281/zenodo.4261955</identifier>
  <creators>
    <creator>
      <creatorName>Miller, Vachel</creatorName>
      <givenName>Vachel</givenName>
      <familyName>Miller</familyName>
      <nameIdentifier nameIdentifierScheme="ORCID" schemeURI="http://orcid.org/">0000-0003-1391-3805</nameIdentifier>
      <affiliation>Appalachian State University</affiliation>
    </creator>
  </creators>
  <titles>
    <title>A pandemic of uncertainty: Leading together when we can't see the future alone</title>
  </titles>
  <publisher>Zenodo</publisher>
  <publicationYear>2020</publicationYear>
  <subjects>
    <subject>pandemic</subject>
    <subject>organizational leadership</subject>
    <subject>uncertainty</subject>
  </subjects>
  <dates>
    <date dateType="Issued">2020-10-30</date>
  </dates>
  <language>en</language>
  <resourceType resourceTypeGeneral="JournalArticle"/>
  <alternateIdentifiers>
    <alternateIdentifier alternateIdentifierType="url">https://zenodo.org/record/4261955</alternateIdentifier>
  </alternateIdentifiers>
  <relatedIdentifiers>
    <relatedIdentifier relatedIdentifierType="ISSN" relationType="IsPartOf" resourceTypeGeneral="JournalArticle">2654-0274</relatedIdentifier>
    <relatedIdentifier relatedIdentifierType="DOI" relationType="IsVersionOf">10.5281/zenodo.4261954</relatedIdentifier>
  </relatedIdentifiers>
  <rightsList>
    <rights rightsURI="https://creativecommons.org/licenses/by/4.0/legalcode">Creative Commons Attribution 4.0 International</rights>
    <rights rightsURI="info:eu-repo/semantics/openAccess">Open Access</rights>
  </rightsList>
  <descriptions>
    <description descriptionType="Abstract">&lt;p&gt;&lt;strong&gt;&lt;em&gt;Purpose: &lt;/em&gt;&lt;/strong&gt;&lt;em&gt;In this research note, I reflect on the role of certainty in educational planning, amid the challenges to certainty posed by the COVID pandemic.&amp;nbsp; This reflection is autoethnographic, based on theoretical literature from the field of organizational leadership, as well as my own teaching observations.&amp;nbsp;&amp;nbsp;&amp;nbsp; &lt;/em&gt;&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;&lt;em&gt;Methods: &lt;/em&gt;&lt;/strong&gt;&lt;em&gt;Over the past several months, the COVID pandemic has undermined and frustrated efforts to plan the future.&amp;nbsp; In this paper a litterature review research was adopted.&lt;/em&gt;&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;&lt;em&gt;Results: &lt;/em&gt;&lt;/strong&gt;&lt;em&gt;The possibility opened by the pandemic is that organizational leadership can become more relational, fluid, and responsive; rather than relying on assumptions of certainty. To further enrich this argument, follow-up studies could explore specific examples and cases in which organizations have adjusted their assumptions regarding certainty, planning, and leadership.&lt;/em&gt;&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;&lt;em&gt;Implications: &lt;/em&gt;&lt;/strong&gt;&lt;em&gt;Insight identified in this article has lasting implications for how educational institutions approach planning and how organizations can cultivate leadership to be more resilient and nimble.&lt;/em&gt;&lt;/p&gt;</description>
    <description descriptionType="Other">SUBMITTED: JULY 2020, REVISION SUBMITTED: SEPTEMBER 2020, ACCEPTED: OCTOBER 2020, REFEREED ANONYMOUSLY, PUBLISHED ONLINE: 30 OCTOBER 2020</description>
  </descriptions>
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