THE IMPACT OF LEADERSHIP STYLES ON WORK FROM HOME (WFH) DURING THE COVID-19 SITUATION

Authors

  • Muhammad Alshurideh The University of Jordan
  • Barween Al Kurdi The Hashemite University https://orcid.org/0000-0002-0825-4617
  • Hevron Alshurideh The University of Jordan
  • Shireen Alkurdi Al-Balqa Applied University

DOI:

https://doi.org/10.54489/ijtop.v2i1.171

Keywords:

Leadership Styles, Work from Home, COVID-19.

Abstract

It’s been nearly twenty months since the covid-19 pandemic hit the world. More the half the world population have lived through lockdowns. Many shifted to working at home and millions have lost their jobs. While most societies have returned to normal, but we still don’t know the type of effects it has left in our lives be it personal or business. The pandemic caused a massive shift to full-time remote work for much info. workers while it was viewed as a natural experiment as some jobs were beginning to shift to remote/distance work and we will try to discuss its effects, positives, and negatives in the rest of the paper.

Author Biographies

  • Muhammad Alshurideh, The University of Jordan

    Department of Marketing, School of Business, The University of Jordan, Amman 11942, Jordan.

  • Barween Al Kurdi, The Hashemite University

    Department of Marketing, Faculty of Economics and Administrative Sciences, The Hashemite University, P.O. Box 330127, Zarqa 13133, Jordan.

  • Hevron Alshurideh, The University of Jordan

    Department of Foreign Languages, Faculty of English Language and Literature, The University of Jordan, Amman 11942, Jordan.

  • Shireen Alkurdi, Al-Balqa Applied University

    Humanities Department, Faculty of Engineering Technology. Al-Balqa Applied University.

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Published

2022-12-28

Issue

Vol. 2 No. 1 (2022): International Journal of Theory of Organization and Practice (IJTOP)

Section

Articles

How to Cite

THE IMPACT OF LEADERSHIP STYLES ON WORK FROM HOME (WFH) DURING THE COVID-19 SITUATION. (2022). International Journal of Theory of Organization and Practice (IJTOP), 2(1), 115-128. https://doi.org/10.54489/ijtop.v2i1.171

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