Leadership in times of crisis is particularly demanding. Despite the fact that organizations cannot fully plan for crises, they can use a number of science-based management processes to incorporate crisis management routines into their operations and to incorporate assessments of potential risks and vulnerabilities into strategy discussions and planning processes. Namely, usually the leader is not a member of the crisis team, but a decision-maker who makes those same decisions only on the basis of the team's assessment and suggestions, depending on the style he cultivates. Taking the above into account, it became interesting to investigate the ways of leadership during the COVID-19 crisis in a Bosnian company whose activity is related to the food industry. At the same time, the emphasis is placed on leadership styles in times of crisis, i.e. whether there have been changes in style and whether employees are satisfied with such a way and style of leadership. The aim of the work was to determine the way and style of leadership in the observed company before and during the COVID-19 crisis. In order to achieve the goal, a survey was conducted with 50 employees, as well as an in-depth interview with the company director. The results of the research show that in the pre-crisis period, the leader used a democratic-coaching style, but during the crisis, he acquired certain characteristics of an authoritarian style, considering the seriousness of the situation. In doing so, the leader motivated the employees with non-financial compensations, encouraged them to be innovative, and employees at all levels knew what the company's strategic goals were at all times. Also, it turned out that the respondents were very satisfied with the leadership during the crisis, emphasizing the motivation and encouragement of the employees' self-confidence and sense of security.