This study explores keyworkers' perceptions of managerial recognition during the COVID-19 crisis and examines how the quality of leader–member relationships shaped their motivation and well-being. Ten keyworkers were interviewed at the height of the pandemic, and thematic analysis was conducted using NVivo. Findings reveal substantial variation in how recognition was experienced across sectors, with perceptions closely tied to relational quality, fairness, and the presence or absence of bias. These results highlight that recognition functions not only as a relational exchange central to LMX theory but also as a morally meaningful practice that affirms dignity and fosters resilience during crisis. To minimise favouritism and strengthen equitable recognition, HR practitioners should implement standardised recognition systems and leader development initiatives. This study provides novel qualitative insight into manager–keyworker recognition and extends LMX scholarship by illustrating how recognition practices shaped employee outcomes in an extreme work context.