Among the more specific leader-subordinate activities that will be important to consider toCOVID-19 is how assessment and appraisal systems will function. For example, without beingable to directly monitor subordinates in the way that office settings allow, there may be a shift toresult from focused assessment, which prior research shows to be generally effective (Pritchardet al., 2008). Over longer periods, though, working remotely may reduce the opportunities forsubordinates to gain feedback from leaders and prior research suggests that lack of learningopportunities is associated with lower organizational commitment and higher risk of turnover(Vandenberghe et al., 2019). In addition, future research should examine how trust can be builtremotely with online interactions so that newcomers are not disadvantaged due to the lack offace-to-face interactions with their leaders (Dunbar, 2018).2.2.9.4 COVID-19 Preventive ProtocolsThe overarching aim of the Strategic Preparedness and Response Plan for COVID-19 (WHO,2019) is to control COVID-19 by suppressing transmission of the virus and preventing associatedillness and death. To the best of our understanding, the virus primarily spread through contactand respiratory droplets. Under normal circumstances, the airborne transmission may occur whenaerosol-generating procedures are conducted in health care settings or potentially, in indoorcrowded poorly ventilated settings elsewhere.To prevent transmission, World Health Organization (WHO) recommended a comprehensive setof measures, these include;25