Associate Professor Indiana State University Indiana State University
Abstract: It is evident that the COVID-19 pandemic has caused substantial impacts and uncertainty to the world. This conceptual paper provides a different perspective and critical thinking on human resource development’s (HRD) compelling new roles in light of the pandemic. The author used an exemplary case – Taiwan – to identify the structure of a COVID-19 epidemic control model and effective leadership skills that could be adopted to reduce disruptive effects of a black swan event. Based on black swan theory (Taleb, 2007), 4Cs (Bolman & Deal, 1997), five-phases of crisis management (Wooten & James, 2008), and the Taiwanese COVID-19 Epidemic Control System, a list of essential crisis leadership skills and an employee-centered situational leadership style were identified to lower the disruptive effects of a crisis. While it is clear that efficient subsystems in organizational governance, structure, policies, and culture are essential to combat a crisis, the evidence in these contexts from Taiwan’s case highlights the importance of effective leadership skills in a crisis response. It is important to note that Taiwan is deeply influenced by Confucius philosophy which holds strong values of self-cultivation, social harmony, collectivism, ethics, hierarchy, and virtuous behavior. Cultural values may play a role in how the Taiwanese responded to the pandemic which should be considered when adopting the COVID-19 epidemic control model. HRD professionals are change agents in supporting organizations and their employees in redefining jobs, seeking new meaning in work, coping with the new normal, and turning challenges of a crisis into opportunities.
