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Many organisations recently instructed employees to work from home due to lockdowns and restrictions put in place to combat the COVID-19 pandemic. However, the unprecedented increase in intimate partner violence (IPV) during the same period have raised concerns about women’s risk of exposure to IPV when the home and workplace overlap during work-at-home instances. IPV is a global public health problem that negatively affects the health, safety, and productivity of victims and co-workers through various mechanisms. While IPV awareness and policies have developed slowly from an occupational health perspective, the workplace remains crucial in identifying, responding to, and offering support to victims. Thus, as part of preparing for future pandemics and considering that working at home has become the new normal, the overlap between home and the workplace cannot be ignored. This chapter discusses the role of employers and how existing guidelines about employers’ response to IPV can be applied when staff work from home.

The new post-pandemic normal reveals challenging features of living through a crisis, including a heightened sense of fear and the awareness of one’s limitations. Some of the challenges have been identified as relating to shifts in employer–employee interfaces or doctor–patient interactions; to increased effort to embrace rapid digitalisation while maintaining interpersonal relations; and to increased pressure to adapt flexibly to financial and structural changes. These are embedded in a greater (and mostly positive) consciousness of human and organisational interconnectedness.

This chapter looks at the parallel experiences of business and health systems as they endeavour to thrive during and beyond a pandemic. The authors recognise the intricate relationship between businesses and health as they feed each other’s overall growth directly or indirectly. Businesses create wealth through a healthy regard for the well-being of their stakeholders while healthcare systems are affected by their own business structures. In both cases, responsible leadership and fairness help to avoid an unhealthy prioritisation of profit.

This chapter reflects on the various routes businesses and health care can take to preserve fairness through ethical leadership. The authors focus on six stakeholders (employee, customer, shareholder, society or community, environment, and creditors) who need to be appropriately cared for and prioritised. The authors consider how promoting human competencies can affect skill acquisition, emotional intelligence, spiritual, and moral growth in both spaces. At the core of our discussion is the concept of self-leadership, which boosts the organisational leadership that in turn determines the kind of future we will have in the new normal.