“United in Optimism”: Female Leadership in Post Pandemic Era

female leadership

Dagmar Symes – General Manager at Private Estate


“United in optimism”: Female Leadership in Post Pandemic Era


COVID-19 has not only reshaped the world but has reciprocated our workplace habitat’s DNA in multiple ways, compared to nothing more than a neck of the wood’s labyrinth. The same concept as evolution, new leaders are needed who will embrace this change to orchestrate their leadership effectively in this new reign of the post pandemic era.

This onset pandemic may have indeed taught humanity a lesson. It has instructed us that leadership will matter more than ever and is the beating heart of organizations, most of who will face a cloudy future based on a mere prefabrication of a lethargic system to awaken the damaged economy. Leadership will change for ever after this lengthy pandemic.

Crisis is the most effective way to remedy and recalibrate leadership in all aspects. In a crisis, the leaders who have the biggest impact are rarely the “official” leaders at the top. Thus, this health crisis – one sub microscopic virus renders all standards of hierarchy meaningless – has featured blue collar vs. white collar Nurses who are on the cover of every social platform as “Person of the year”, the angels of mercy and leaders of the moment. Their empathy to people’s feelings and troubles reveals true authenticity. However, this could be compared to any organization, where titles and designations are to be inconsequential, based on a collapse of a déjà vu standardised job, the former model based on command and control, hierarchy, and silos.

Standardization endorses efficiency, sets clear goals in a normal and predictable environment, but efficiency is not resilient. Resilience requires adaptability, and adaptability requires the freedom for people to be at their fullest individual selves. Not everything is as it seems to be; a certain criterion such as efficiency may not be witnessed as volatile as adjusting to certain norms, environments, and organizational settings and would direct individuals to compass their own views, and context of mindset to simply be themselves!

As we emerge from this pandemic marathon, building trust, constant and empathetic communication, listening skills, being open-minded to diverse perspectives, creating a sense of belonging, care, appreciation, compassion are currently on the front page of the agenda of all leaders. The organizational environment would need to be re-created to somewhat of an inclusion of their team members at all levels.

This much needed transformation would route the organizational compass to point due north, to our female leaders and workforce. Researchers have found that women tend to have a distinct leadership style that shapes how they run their teams. This newly enforced strategy is nothing more of a blueprint to pave the way forward with a limelight on Transformational Leadership led by our female workforce. Women are basilar pawns in enhancing motivation, uplifting of moral and job performance of their teams, whilst identifying the needed calibration by creating a clear vision and by guiding through inspiration. This metamorphic and transformational leadership stars inspiration and motivation as their staring leads.

The world is constituted of different cultures, norms, traditions and beliefs, spread on a vast plain which is constantly changing as a form of adaptability to newly enforced ideas and trends. In comes transformational leadership, which is somewhat similar to the latter. It is also inaugurated with different notions about ourselves and those around us. The orchestrating notion leads us to believe that leadership is not a basilar operation but a course of being or actuality. Then comes the focus on power. In previous times power was used to control others, predominate one’s leadership stance over others and be the go-to person for all related decisions. This is not the case anymore, for now is the time to use leadership in enabling others to apprehend their own will power, potential and their own arsenals needed where each can transcend to a worthy purpose and behave with moral fibre, courage, integrity and trust.

And to conclude these notions, leaders should resort to their own humble approach to deviate from getting people to do things as the leader would see it to be done, rather to working together as equal business partners directed towards their common goals, by following the “yellow brick road” to success.

The above strategies incline women to take the lead in the full implementation. This because these notions come naturally to women as part of their being. Despite women being characterised as “soft and pliable” leaders, their own instincts and natural leadership strategies incline them to be the right person for the job, especially in the post pandemic era.

This non changing description is none other than an undefined stereotype. In comes Transformational Leadership to dissipate this adverse perception of women in leadership, of a highly competitive nature without the need to lower her true level of intrusiveness. A female leader with a drive towards ethics, partnered with a diversified business model, associated with adopting a team ambiance and highlighted by a creative vision for success and high achievement can point her circumference to a highly successful model paving the way for the team’s success, goals and most importantly, the true leaders of tomorrow.

“United in optimism” as huge opportunities lie ahead within the mandatory changes in the workplace ecosystem paving the somewhat organic way for female empowerment.


By Dagmar Symes, General Manager at Private Estate


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