![]() (2016) point out an evident lack of research on entrepreneurial leadership as a specific style and workers’ mental health during stressful events and adversity. Notwithstanding the existing support for the correlation between leadership and employee psychological health, Birkeland et al. (2018) posit it is vital to look into this topic since leaders have a significant role in the psychological distress levels of employees. Improving psychological capital, fostering go-getting behavior and maintaining a high level of learning to contribute to sustaining a healthy organizational climate. However, the key role of enterprising managers in providing opportunities for learning and growth as a means to reduce job insecurity was overlooked. First, the majority of papers in organizational psychology focused on the issue of driving economic value, ensuring corporate sustainability, and improving employee psychological wellbeing by reducing distress. We found several drawbacks in the existing literature. While the excessive fear of contagion and job loss undoubtedly give rise to organizational disengagement issues such as absenteeism, inattentiveness and general distress on part of the employees, not many studies have undertaken to examine what type of leadership would yield the best results for reassuring and empowering followers to use the present challenge as an opportunity for personal advancement and professional growth. ![]() The toll the pandemic has taken not only threatened corporate viability but the very psychological wellbeing and job security. The outbreak proved to be challenging for both employees and team leaders. The danger can be seen in explosive growth in the reported cases of psychological problems. Moreover, social and psychological health problems are related to unemployment, inflation, debt, increasing poverty, and economic insecurity. The effects of corona virus have been studied by estimating mental, emotional, behavioral, and existential aspects of people’s psychology. The current study is conducted to provide the integrative reaction to the problems of the ongoing corona virus pandemic in psychology, society, economy, policy, and management. Businesses were forced to shut down, while those whose operations were still effective struggled to avoid firing employees and fending turnover. ![]() As a result of a threat to the economy, many employees were laid off others were left fearing their employment. It caused a sudden global poverty rate and endangered national and public health. The beginning of 2020 saw the outbreak of novel corona virus, which brought about unprecedented consequences for the economy and society alike. The observations we recorded have implications for research into the study of the mental processes and their impact on organizational proactive behavior. The research is the first step toward enhancing our understanding of the entrepreneurial dimension of transactional psychology. The strong point of our contribution lies in the finding that the entrepreneurial leadership style alone does not buffer against job insecurity, thus pointing that the more comprehensive inquiry into other organizational factors, such as coping, learning abilities, developmental opportunities, personal disposition, and pressure bearing. The theorized positive impact of entrepreneurial leadership on job insecurity was not supported by the evidence. Furthermore, fear of COVID-19 was found to have adverse psychological effects on wellbeing. A strong influence of job insecurity on the psychological wellbeing of employees has been identified. The data of the cross-sectional study was collected in November and December 2020. ![]() To explore the job insecurity relationship with psychological wellbeing, and measure the impact of Fear of COVID-19, an empirical study was conducted on a sample of 408 employees in Croatia. The empirical study proposes a model for investigating the effect of entrepreneurial leadership on job insecurity and employee psychological wellbeing during COVID-19 based on the combined theoretical grounds of The Conservation of Resources Theory and Social Learning. ![]()
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