Back to the future: five forgotten lessons for the healthcare managers of today

Abstract

Nowadays, political, economic and technological upheavals require the rediscovery of some elapsed soft skills by healthcare managers. These abilities are values grounded in the past and somewhat nebulous in the present. We suggest five forgotten lessons highlighting the importance of a stronger human and self-conscious approach in today’s and tomorrow’s healthcare managers.

The impact of providing end-of-life care during a pandemic on the mental health and wellbeing of health and social care staff: Systematic review and meta-synthesis

“…In line with our findings, previous literature suggests this ought to include developing a sense of belonging and value for staff, working collaboratively within teams, recognising progress and celebrating moments of success, using technology to facilitate communication (e.g., when staff isolated from their relatives to reduce risk of infection) (Gibiino et al, 2020). Moreover, a manager can embody the value of maintaining time for self-care and supporting their wellbeing, in doing so this is both supportive for the manager and can set a precedent for staff (Gibiino et al, 2020;Markey et al, 2021). These principles are important for managers during and in the recovery period of COVID-19.…”

“…In the context of high levels of burnout and stress in pandemic disease healthcare settings, effective leadership and a recognition of the human and relational role of managers are key (Gibiino et al, 2020). In line with our findings, previous literature suggests this ought to include developing a sense of belonging and value for staff, working collaboratively within teams, recognising progress and celebrating moments of success, using technology to facilitate communication (e.g., when staff isolated from their relatives to reduce risk of infection) (Gibiino et al, 2020). Moreover, a manager can embody the value of maintaining time for self-care and supporting their wellbeing, in doing so this is both supportive for the manager and can set a precedent for staff (Gibiino et al, 2020;Markey et al, 2021).…”

Well-Being and Professional Efficacy Among Health Care Professionals: The Role of Resilience Through the Mediation of Ethical Vision of Patient Care and the Moderation of Managerial Support

“…In today's scenario, ethical dilemmas are challenging the healthcare workforce (Gibiino et al, 2020;Hynes et al, 2019). More specifically, professionals working in rehabilitation medicine and palliative care specialties are particularly at risk of experiencing ethical dilemmas as they are constantly exposed to the suffering of complex patients (Maffoni et al, 2020a(Maffoni et al, , 2020b2020c).…”

How Supportive Ethical Relationships Are Negatively Related to Palliative Care Professionals’ Negative Affectivity and Moral Distress: A Portuguese Sample

“…Despite these limitations, the findings of this study reveal the importance of preserving and fostering positive ethical relationships because of their beneficial role in preventing professionals from experiencing negative affectivity and moral distress. Thus, from a practical standpoint, human resource managers should implement practices to improve the ethical climate, such as by introducing a code of ethics and standardized procedures that encourage reflection about ethical concerns and rewarding interdisciplinary communication about patient care quality [ 10 , 82 ]. Managers could also consider introducing “ethics rounds” to support healthcare professionals in handling ethically difficult situations [ 10 , 83 ].…”