was a safety net for companies and jobs. This will hopefully allow organizations to maintain normalcy as much as possible through the end of the pandemic. Also of note is the importance of leaders’ active participation. At the peak of the pandemic, we asked for large-scale testing and the ability to conduct polymerase chain reaction (PCR) tests at companies. Now, this testing is part of our day-to-day. Companies are able to manage health and safety systems, and some are even able to execute track-and-trace protocols. But for me, the biggest lesson was about dedication to society. Business leadership transcends bottom lines, and in that vein, our companies have displayed exemplary solidarity in recent months. Many companies have transformed their production chains to create or distribute healthcare equipment, for example. These companies have successfully met society’s needs by putting their business values into practice. Q. Following the emergence of COVID-19, we have seen a resurgence of concerns over a potential leadership crisis, with many pointing to an accelerated need for new leadership models. Do you share these concerns? A. Absolutely. Just as authority is different from legal power, management is different from responsibility – and from collaboration-based leadership. In other words, traditional hierarchical leadership no longer has a place in this world. Today, people are not afraid to make their voices heard, and contemporary leaders must know how to channel those voices. Under modern management models, active participation is essential. Leaders must take on the role of an inspiring figure, capable of achieving an ideal bottom-up result. Company structures, organizational charts, and organizational methodologies have doubtless changed. It follows logically that we must adapt how we lead. 36 MAGAZINE