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Abstract
In March 2020, a significant portion of the workforce in the United States transitioned from physical to virtual work environments practically overnight. Leaders were forced to change how they communicated with their teams as meeting around conference room tables was no longer an option. No longer able to account for a member physically being present in the office as working, leaders had to reassess their trust in staff to carry out work. Despite the change in the work environment, work deliverables that were defined in physical space still needed to be delivered in virtual space and performance still needed to be measured. This phenomenological study explored how leaders adapted their communication, maintained and developed trust, and drove performance during the pandemic in a virtual environment. This research found four main themes: pandemic, geography/time, mission, and leadership/management. This study provides in sight into the stress and chaotic experience of information technology and cybersecurity leaders in the U.S. Government during the pandemic.
