Leadership of large companies in COVID-19: global competitiveness strategy

Abstract

The purpose of this article pointed out the influence of leadership in large companies that managed to increase their revenues during the first half of 2020, in which COVID 19 advanced worldwide. About the cited authors that support the theoretical basis of this research are: Robbins & Coulter (2000), Lussier & Achua (2008) and Porter (1991). The methodology was documentary and bibliographic, where this assertion was made, if the leader is not omnipotent, then what happened with the companies of the 12 entrepreneurs who increased their wealth worldwide during the pandemic, starting from a finite universe of 12 entrepreneurs, summarizing in a comparative interannual table the sales of these companies and the main strategies and/or achievements that the entrepreneurs developed in full pandemic in order to be able to verify this assertion. Among the findings found, transformational leadership was identified in the actions taken by these leaders, achieving an unprecedented transformation in the development of their companies, implementing strategies such as the key technological intensity of resilience and technological foresight applied in the development of their digital capacity, as well as enhancing e-commerce through virtual stores, among other strategies that were rightly employed to achieve the necessary global competitiveness.