Filling the Knowledge Gap for Nurse Leaders (original) (raw)
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The impact of leadership on the nursing workforce during the COVID-10 pandemic
AimsTo determine how the learning about protective factors from previous pandemics were implemented and the impact of this on nurses’ experience.BackgroundThe COVID-19 pandemic led to systemic change within healthcare settings and demands placed on frontline nurses has been overwhelming. Lessons learned from previous pandemics indicate that clear communication and strong visible leadership can mitigate the impact stressful events may have on nurses. Conversely, a lack of clear leadership and regulatory protocols in times of crisis can lead to an increase in psychological distress for nurses.DesignSecondary analysis of semi-structured interview transcripts.MethodsSecondary data analysis was conducted on data collected during a hospital-wide evaluation of barriers and facilitators to changes implemented to support the surge of COVID-19 related admissions in wave one of the pandemic. Participants represented three-levels of leadership: whole trust (n=17), division (n=7), ward/departmen...
Impact of leadership on the nursing workforce during the COVID-19 pandemic
BMJ Leader
BackgroundThe aim was to determine how the learning about protective factors from previous pandemics was implemented and the impact of this on nurses’ experience.MethodsSecondary data analysis of semistructured interview transcripts exploring the barriers and facilitators to changes implemented to support the surge of COVID-19 related admissions in wave 1 of the pandemic. Participants represented three-levels of leadership: whole hospital (n=17), division (n=7), ward/department-level (n=8) and individual nurses (n=16). Interviews were analysed using framework analysis.ResultsKey changes that were implemented in wave 1 reported at whole hospital level included: a new acute staffing level, redeploying nurses, increasing the visibility of nursing leadership, new staff well-being initiatives, new roles created to support families and various training initiatives. Two main themes emerged from the interviews at division, ward/department and individual nurse level: impact of leadership and...
Nursing leadership during COVID-19: Enhancing patient, family and workforce experience
Patient Experience Journal, 2020
The global COVID-19 pandemic has challenged nurse leaders in ways that one could not imagine six months ago. Along with ongoing priorities of providing high quality, cost-effective and safe care, nurse leaders are also committed to creating environments that support excellence in patient and family experience. This article will provide exemplars of how nurse leaders used decisive decision-making, adapted to novel situations and issues, ensured reliable and safe delivery of care and engaged patients, families and their workforce to create excellent experiences of care during the pandemic. Throughout this crisis, nurse leaders have learned how to grapple with quick and often uncertain decisionmaking, adapted ways to engage patient and family amidst new care situations and operational policies, delivered care reliably with ever changing metrics and measures and created environments to support and bring smiles to nurses and other health care staff. New opportunities to care for and positively engage patients and families have emerged.
Pandemic poses new tests of nursing leadership
Nursing Management, 2020
Nurses, along with other care colleagues, have been described during the COVID-19 pandemic as heroes and saviours. Some have died as a consequence of providing this care, possibly because they had inadequate personal protective equipment (PPE).
Beyond the Ward: Investigating Nurse Managers’ Leadership Dynamics in COVID-19 Crisis
Psychology and Education: A Multidisciplinary Journal, 2024
Effective leadership plays a crucial role in nursing, shaping the vision for optimal practice, inspiring and supporting personnel, and addressing professional interests and concerns. This quantitative research employed a descriptive correlational design to explore the relationship between various challenges experienced during the COVID-19 pandemic and the perceived leadership styles of nurse managers. The study revealed that all nurse managers faced challenges related to staff safety and infection risk during the pandemic. The majority reported changes in staff shortage, absenteeism, turnover, stress, fear, anxiety, work overload, duty assignments, conflict management, crisis handling, collaboration, resource and personal protective equipment shortages, regulatory complexities, changing instructions, information overload, and ambiguity in performing duties. Nurse Managers perceived these challenges to be predominantly high, with few being moderate or low. Transformational and transactional leadership styles were reported as high, while passive avoidance was low. Transformational leadership was influenced by staff shortage, absenteeism, and turnover, increasing with higher challenges in these areas. Transactional leadership correlated with staff turnover and information overload, increasing as challenges in these aspects intensified. Passive avoidance leadership style was associated with staff turnover, stress, fear, and anxiety, escalating with higher challenges in these areas. Leadership outcomes were influenced by staff shortage, absenteeism, and turnover, exhibiting a substantial increase with heightened challenges. Despite the challenges, diverse leadership styles were observed, emphasizing the adaptability of leadership approaches to different situations. The study concludes with the development of a leadership enhancement plan.
Nurse Executive Experiences With COVID-19
Nursing administration quarterly, 2022
Participants and Methods:We conducted semi-structured telephone interviews with two hospital-based nurse leaders who supervised nurses during the initial phases of the COVID-19 pandemic in northeastern region of the United States. These interviews are a subset of a larger study with 11 nurse executives who supervised nurses during both natural and human-made disasters in different regions of the United States. Qualitative data were analyzed using a grounded theory approach followed by a content analysis of emerging themes.Results and Conclusions:Participants shared several key concepts: deep commitment of nurses in an extensive range of roles and responsibilities during tragic events; an emphasis on educational needs to best prepare nurses for disaster response; the importance of organizational strategies and definitive policies for supporting nurses’ response and recovery; and mental/emotional health support as essential for nurses to cope with the events. The nurse executive participants reported many opportunities to enhance nurses’ knowledge and skill set to augment care in the hospital. A team-based approach that leverages the expertise of team members to strengthen the healthcare team is implemented and demonstrates positive patient outcomes.
Role model nursing leaders in COVID-19 crisis
BMJ Leader, 2021
BackgroundApplying the principles and skills of management, including planning, organising and leadership skills, will greatly help to improve the quality of nursing manager duties. This is even more important during crisis management, such as the COVID-19 crisis. The objective of the present study was to express the experiences of nursing managers in the COVID-19 crisis.MethodsA qualitative conventional content analysis approach was used to discover the nursing leadership style in the COVID-19 crisis. The present study was conducted in one hospital in Tehran, Iran. 20 Iranian nursing managers in all nursing management positions such as head nurse, matron and supervisor were interviewed. Semi-structured interview was conducted at one hospital in Iran, using reflective and open-ended questions. Interviews were audio recorded and transcribed. The study was carried out in 2020 while data saturation occurred, no new categories or codes have emerged and the study questions were answered....
Nursing leadership in drawing policy lessons from major events such as a COVID‐19 pandemic
Journal of Nursing Scholarship, 2022
Nursing leadership in drawing policy lessons from major events such as a COVID-19 pandemic INTRODUC TI ON COVID-19 as a global disruptive event created tectonic changes in all our lives and especially in the healthcare system. The event began at the end of 2019 and was declared a global pandemic by the World Health Organization on March 11, 2020 (WHO, 2020). Along with serious consequences for public health, the pandemic had economic, social, psychological, and other effects globally. As the pandemic Israel
Eurasian Journal of Emergency Medicine, 2021
The World Health Organization has described COVID-19 as both an emergency and a critical disaster for human health (6,7). Disasters demand special attention because they are sudden, disruptive, and involve considerable uncertainty. When a disaster occurs, the functioning of healthcare systems is often disrupted because there are so many victims in comparison to shortage of staff and resources (8). In these situations, nurses face new challenges and must set appropriate goals to ensure that the quality of their care is consistent. So new health leadership teams may be formed quickly to manage a disaster, even if team members lack the necessary leadership skills. Health team leaders often make
Nursing Management: Reflections on the Challenges and Strategies Facing COVID-19
2021
Ítalo Arão Pereira Ribeiro * Jefferson Abraão Caetano Lira * Sayonnara Ferreira Maia Rosângela Nunes Almeida * Márcia Astrês Fernandes * Lídya Tolstenko Nogueira * Daniela Reis Joaquim de Freitas ABSTRACT Objective: Reflect on the challenges and strategies used by the nurse manager facing COVID-19. Methodology: This is a thematic reflective study conducted from a bibliographic survey, from June to July 2020, at electronic databases, through the controlled descriptors “Nursing”, “Nursing, Team”, “Coronavirus Infections”, “Decision Making, Organizational”, “Professional Competence” and “Strategies”. In the analysis, the data were organized into categories by content similarity. Results: The main challenges are related to the scarcity of human, technical and material resources, such as the organization of care in improvised Intensive Care Units, work overload, constant stress, lack of professionals, lack of training and personal protective equipment, in addition to frequent changes in ...