Crisis Leadership During and After the COVID Pandemic

Abstract

This article explores crisis leadership, with the purpose of offering a series of leadership behaviors and strategies for nurse administrators to limit and reduce the harm of crises, specifically the COVID-19 pandemic, to healthcare professionals. Based on the assumption that generic or universal crisis management approaches are generally ineffective and efficacious crisis management must be tailored to a specific crisis, a study was conducted to identify the most serious COVID-based stressors. The results revealed 5 categories of COVID stressors which are, in ascending order: miscellaneous, administration, patients/patient family issues, inherent aspect of the job (nursing), and personal issues. Personal issues comprised more than half of the greatest COVID-specific stressors. Building on relevant crisis management literature and the identification of COVID-specific stressors, this article provides suggestions and proven tactics for nurse administrators to guide their crisis leadership efforts for the COVID-19 pandemic. The lessons of this article are applicable to other crises.A crisis is an unexpected, significant, disruptive, 1 harmful, or threatening event for organizations and their stakeholders 2 and a time of confusion, uncertainty, and suffering. Crisis may also be defined as "a period of psychological disequilibrium, experienced as a result of a hazardous event or situation that constitutes a significant problem that cannot be remedied by using familiar coping strategies." 3(p7) These descrip-

Perceptions of US nurses and nurse leaders on authentic nurse leadership, healthy work environment, intent to leave and nurse well‐being during a second pandemic year: A cross sectional study

“…Grubaugh and Bernard (2022) proposed that long-standing pandemic challenges will continue and it is important for nurse leaders to focus on communication, teamwork, professional governance, posttraumatic growth, gratitude, diversity/equity/ inclusion and social determinants of health to lead into the future. A survey of 151 nurse leaders concluded that increasing communication, stress management and high visibility and support were needed to combat escalating damage from the pandemic (Turnipseed & VandeWaa, 2022). The Association for Leadership Science in Nursing conference proceedings in 2021 underscored the disruption and focused on the need for nursing leaders to heal the workforce (Prestia et al, 2022).…”

Perceptions of Risk, Work, and Lifestyle Changes on Mental Health of Healthcare Workers Amidst the COVID-19 Pandemic

“…In addition, senior management provided daily information and updates on COVID-19 through rounding, being visible, sending emails, and offering emotional support (via personal communication). Other studies have found that those who received frequent and trustworthy communication from leaders expressed less anxiety, stress, and burnout [22,27,28].…”

Nursing leadership from crisis to postpandemic

“…Good communication has been a key issue and an indicator of successful management during the COVID‐19 pandemic. Reciprocal communication is needed between leaders and staff, and clear, rapid, truthful, trustworthy and empathic communication has been seen to promote resilience in both leaders and staff during demanding circumstances, as well being beneficial to their work well‐being (Turnipseed & VandeWaa, 2022). One lesson that surely has been learned over the last 2 years is that being attentive and studying communication skills, within basic nursing education, additional training at work and at universities, are necessary for current and future leaders.…”

“…Visibility and listening are key to communication, being and discussing with nursing staff in different spontaneous and organized meetings gives important information what is working well and eliminates rumours and misunderstandings. Encouraging, listening and welcoming contributions creates trust, openness and respect (Grubaugh & Bernard, 2022; Turnipseed & VandeWaa, 2022). While it is possible to participate in traditional shared governance, focusing on responsibility, where nurses and managers share locally based decisions, Grubaugh and Bernard (2022) suggest there is a need to move on and progress to true professional governance.…”

“…Nurse leaders and their staff have had to make rapid decisions in unprecedented situations and swiftly change work programs and procedures. It has been a time of crisis leadership (Turnipseed & VandeWaa, 2022).In a concept analysis carried out pre- COVID-19, Kim (2021) defined the core attributes of crisis leadership from a nursing perspective as: clear, fast, honest communication; a high degree of collaboration; information sharing; decision-making and fair prioritization; trust building; and competency. More recent studies (Heide & Simonsson, 2021;Lake et al, 2021;Lord et al, 2021;Turnipseed & VandeWaa, 2022) have shown that communication is one of the most important competences for successful leadership during the pandemic.…”