Exploring Hybrid Leadership

Ameel, Maria; Myllynen, Mika; Kallakorpi, Susanna

doi:10.1097/nna.0000000000001227

Cited by 4 publications

(4 citation statements)

References 14 publications

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“…There is also a need to develop a hybrid working culture for future leadership. On the other hand, Ameel et al (2022) found that, although remote leadership enhances efficiency, the absence of leaders might decrease the well-being of professionals.…”

Section: Discussionmentioning

confidence: 99%

“…During the COVID-19 pandemic, the leaders of healthcare professionals were forced to quickly change their approach to how care was provided as they adapted to a situation that was radically different from what they had experienced prior to the pandemic. One of the most significant changes was the implementation and expansion of remote leadership (Ameel et al , 2022). Simultaneously, the allocation of human resources was reconsidered and organised in a different way (Hossny et al , 2022), and novel communication and networking (Freysteinson et al , 2021; Morse and Warshawsky, 2021) were emphasised.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: a qualitative descriptive study

Vuorivirta-Vuoti,

Kuha,

Kanste

2023

LHS

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Purpose Coronavirus disease (COVID-19) has challenged leadership in hospitals worldwide. The experiences of leadership during the pandemic changed leadership significantly. This study aims to describe nurse leaders’ perceptions of what future leadership in hospital settings in the post-pandemic era needs to be like. Design/methodology/approach A qualitative descriptive study was used. A total of 20 nurse leaders from the Finnish central hospital were interviewed from June to October 2021. The data were analysed using inductive content analysis. Findings The analysis revealed five main categories describing nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: digitalisation and hybrid working culture, development of sustainable working conditions, moving smoothly to the post-pandemic era, dissolution of traditional regimes of organisation and flexibility in leadership. Practical implications In the post-pandemic era, the constantly changing demands and challenges currently facing healthcare systems have significantly increased the complexity of hospital organisations. This requires critical evaluation and change to traditional leadership. Enhancing flexibility and authenticity in leadership, strengthening competencies, implementing a wide range of digital resources and increasing the appeal of the nursing profession to build the next generation of nurses – all of these are needed to provide sustainability in future healthcare. Originality/value The results identify the critical points of leadership that need to be developed for future challenges and for maintaining a sufficient supply of qualified professionals. Acting on this information will enhance flexibility in organisations and lead to acceleration of changes and the development of new kinds of leadership in the future

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: a qualitative descriptive study

Vuorivirta-Vuoti,

Kuha,

Kanste

2023

LHS

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“…Communication was a particular challenge for leaders working remotely, as they were uncertain whether the essential information reached employees promptly. Tey also expressed concerns regarding employee's being able to contact them easily [21].…”

Section: Introductionmentioning

confidence: 99%

The COVID-19 Pandemic Challenged Nurse Managers’ Daily Leadership Work: A Qualitative Study

Ahlqvist,

Nurmeksela,

Kvist

2023

Journal of Nursing Management

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Aim. To explore and describe nurse managers’ experiences of how the COVID-19 pandemic affected their leadership work. Background. As frontline leaders in healthcare, the work of nurse managers was dominated by the global COVID-19 pandemic in recent years. Method. Semistructured interviews were carried out during autumn 2021 at a Finnish university hospital. Twelve nurse managers participated in video call interviews, and the data were analysed by inductive content analysis. Results. Four main categories of COVID-19 effect on the nurse managers’ leadership work were identified: increased work requirements; changes in work content; crisis communication; and human resources. The main categories included a total of 14 subcategories. Conclusion. The complexity and range of nurse managers’ leadership work during the pandemic were emphasized. Nurse managers performed several important tasks that ensured ongoing delivery of healthcare services. Flexibility, ability to solve problems, capacity to tolerate uncertainty, pressure and rapidly evolving situations, excellent crisis communicational skills, and an ability to address the diverse needs of their staff were key competencies that nurse managers relied on during this period. Implications for Nursing Management. Nurse managers’ experiences of COVID-19 can inform practice, policies, nursing, and nursing leadership education in relation to future crises.

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Antecedents of Nurse Managers’ Work Engagement: A Cross-Sectional Study

Forster

Koob

2023

Healthcare

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The responsibilities of nurse managers are complex. Their actions are crucial to providing the best possible care to patients and to the success of health care organizations. Thus, nurse managers’ work engagement is essential. However, understanding of the antecedents of nurse managers’ work engagement is lacking. The job demands–resources theory posits that work engagement is contingent upon job resources and demands. Therefore, the aim of this study was to explore which job demands and resources exert a major influence on nurse managers’ work engagement. Considering the literature, job resources and demands potentially relevant to nurse managers’ work engagement were identified. To investigate the associations between these potential antecedents and nurse managers’ work engagement, the study employed a cross-sectional survey. The dataset for analyses comprised 408 nurse managers in Germany and was analyzed by multiple linear regression. The study variables accounted for 26% of the variance in nurse managers’ work engagement. Positive associations were detected between the job resource of empowering leadership and nurse managers’ work engagement. Regarding job demands, lack of formal rewards and work–life interferences had negative effects on work engagement. The findings suggest that the job demands–resources theory can explain nurse managers’ work engagement. However, not all job resources and demands considered were determined to be influential. In conclusion, empowering leadership should be promoted in the work environment of nurse managers. Nurse managers should be provided engaging financial and nonfinancial rewards. Work–life interferences should be systematically mitigated.

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Exploring Hybrid Leadership

Cited by 4 publications

References 14 publications

Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: a qualitative descriptive study

Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: a qualitative descriptive study

The COVID-19 Pandemic Challenged Nurse Managers’ Daily Leadership Work: A Qualitative Study

Antecedents of Nurse Managers’ Work Engagement: A Cross-Sectional Study

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