The purpose of the study was to research leadership during uncertainty to identify managerial implications on organizational performance and enhance the limited body of academic literature available on the topic currently. The implications regarding leadership are not limited to the COVID-19 pandemic but instead widely applicable to leadership during uncertainty overall. The pandemic simply provided an example of uncertainty, which was the context. Additionally, as mining is a global industry with widespread follow-on effects on global economies - authors believe that the results from this research are not limited to the mining industry itself and instead widely applicable to senior-level managers in multinational organizations worldwide. The methodology implemented ensures that leaders at any level can extract practical guidance from this research to determine how they may act during times of uncertainty and potential flow-on effects of their chosen leadership style.  Organizations can remain relevant, achieve long-term success and maintain the expected level of performance through uncertainty by adopting a transformational model of leadership that addresses the needs of a fluctuating environment. Uncertainty is the shortage of knowledge and information about probabilities of the future state of events. Organizational leaders need to provide the necessary guidance, inspiration, and motivation to the members because their approach influences the organizational performance. Essentially, people look up to their leaders during uncertain times. The research results showed that transformational managers could offer idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration to team members during uncertainty. These outcomes were achieved through encouraging two-way communication, providing necessary guidance and inspiration to bring out and encourage new idea generation and critical thinking.  Results of the research further showed that transformational leadership has positive effects on organizational performance. Teams functioned properly without much supervision, members remained motivated, the workforce interacted more efficiently, and creative ideas came out when leaders and managers practiced a transformational leadership style. Organizational performance increased through meeting deadlines, maintaining the flow of work, KPIs, production, and non-financial metrics such as culture and safety considerations.

Actualmente, una de las necesidades y trabajos en los que las escuelas deben poner más énfasis, es en la atención de las posibles situaciones de riesgo a los que se enfrenta, todo ello en base al liderazgo de un director que sepa saber abordar este problema. Ahora, esta situación ocurre debido a que por lo general son espacios en los que directamente recae el impacto de una comunidad la cual hace que esta entre en contexto y se encuentren vulnerables al riesgo o situación de emergencia. Para ello, se define el liderazgo directivo como aquella persona que mantiene los sistemas de comunicación y participación de la comunidad educativa para generar un cambio cultural y asumir la responsabilidad pública de los resultados (Uribe, 2007). En esa misma línea, se entiende por el plan de gestión de riesgos como un proceso social en el cual reducen, previenen y controlan el riesgo de desastre de una comunidad para el cual se formulan e implementan estrategias, acciones e instrumentos (Lavell, 2006). Para finalizar, se ha identificado que la buena ejecución del plan de Gestión del Riesgo va a depender del buen liderazgo del director con el apoyo y participación de todos los miembros de las institución. / Currently, one of the most important jobs that schools need to emphasize on is the need for attention to the possible risk situations that they face, all based on the leadership of a director who knows how to deal with this type of problem. Now, this situation tends to occur since these are generally spaces in which the impact the community falls directly onto them, which makes them enter into context and are subjects to being vulnerable to any risk or an emergency situation. To do this, directive leadership is defined as a person who is capable of maintaining communication and participation systems of the educational community to then generate cultural change and assume public responsibility for the results in the institution (Uribe, 2007). Along the same lines, the Risk Management plan is understood as a social process in which they reduce, prevent and control the risk of disaster in a community for which strategies, actions and instruments have been formulated and implemented previously (Lavell, 2006). All in all, it has been identified that the good execution of the Risk Management plan will depend on the good leadership of the director alongside the support and participation of all the institutional members. / Trabajo de investigación