Leaders' Networking Behaviours in a Time of Crisis: A Qualitative Study on the Frontline against COVID‐19

What do leaders do when they interact with followers and stakeholders in a time of crisis? What networking behaviours do leaders manifest in such a context of emergency? We answer these questions through qualitative research and cluster analysis conducted on a sample of leaders involved in community management in the most affected region in northern Italy during the three key phases of the COVID‐19 pandemic. Our findings span a period of 18‐months and show that leaders display a behavioural repertoire that includes six networking actions. Grouped together, these actions identify three clusters of leaders: Churners, who engage mainly in network generation and network termination; Divergent leaders, who manifest high levels of network conflict and re‐construal; and Sense‐makers, who are high in network deepening and teleology. Our research contributes to unveil the idiographic micro‐foundations of networking behaviour during organizational jolts.