Improving Person-Centred Leadership: A Qualitative Study of Ward Managers’ Experiences During the COVID-19 Crisis

Abstract

Purpose In order to provide guidance and prepare ward managers for future crisis situations similar to the COVID-19 pandemic, the aim of this study was to reflect and learn how person-centred nursing leadership may be strengthened in such situations. Background The pandemic has forced nurse leaders to face new challenges. Knowledge about their experiences may contribute to advancing leadership practices in times of future crises. Methods A qualitative directed content analysis was chosen. The theoretical perspective was person-centred leadership. Thirteen ward managers from a Danish university hospital were included and interviewed using telephone interviews three months after the first national COVID-19 case was confirmed. Findings The main findings of the study revealed that the ward managers often experienced a lack of timely, relevant information, involvement in decision-making and acknowledgement from the head nurse of department and the executive management. This was caused by the existing organizational cultures and the traditional hierarchy of communication. This meant that the ward managers' sense of own competences and leadership values and beliefs came under high pressure when they had to balance different stakeholders' needs. Conclusion When the experience of ward managers results in them being unable to lead authentically and competently in a crisis like the COVID-19 pandemic, lack of engagement can occur, with serious consequences for patients, staff and the ward managers themselves. Traditional organizational cultures that are hierarchical and controlling needs to be challenged and reoriented towards collaborative, inclusive and participative practices of engagement and involvement. Leadership development must be an established and integrated component of organizations, so that ward managers are able to sustain person-centred ways of being and doing in times of crisis.

The Differences in Experiences Among Multi-Level Healthcare Leaders, Between the First and the Second Wave of the COVID-19 Pandemic: Two Cross-Sectional Studies Compared

“…This may be explained by the constant pressure experienced by the leaders. 3 Firstly, in the first wave, then in between the waves, where they had to catch up with the many postponed treatments, and now a new wave ahead of them without knowing, how long it would last, and if it would be the last one. Being under constant pressure, with no visible deadline, may be helped by a relationship-oriented leadership model that focuses on leaders being authentically other-centred for the benefit of collaboration and more able to adopt an "I-Thou" relationship with associates.…”

“…1 In order to support practice development, including authentically engagement and transformation of leadership practices, the researchers behind the study presented these results to the executive management and the leaders' networks at the hospital. 3,4 This quickly led to a researcher facilitated workshop between ward managers and the executive management and to a new communication strategy. This resulted in agreements on a more constructive and sustainable way forward, including strengthening communication and providing direct leadership support.…”

Addressing Acute Stress among Professionals Caring for COVID-19 Patients: Lessons Learned during the First Outbreak in Spain (March–April 2020)

“…There are personal differences that have led healthcare workers to desert their jobs or even decide to work in the front line of the pandemic; possible underlying reasons are not yet known. Health systems and, in particular hospitals are very hierarchical structures, as has already been exposed in other studies [69]. It is necessary to elucidate the decisions and motivations that have led this hegemony to become more flexible and promote multidisciplinary work.…”

Is It Possible to Prevent Sars-Cov-2 Infection in a Non-Infectious Diseases Ward during the Pandemic on the Example of a Diabetes Clinic Institute of Rural Health, Lublin, Poland?

“…Our opinion is similar to Hølge-Hazelton et al: the lack of ward staff experience results in inability to act competently in a crisis like the COVID-19 pandemic, together with the lack of engagement and serious consequences for patients, staff, and the ward managers themselves. [ 12 ]. Roma et al showed the need for strategies using psychological characteristics of people who do and do not comply with the containment measures (i.e., perceived efficacy, risk perception, and civic attitudes) to target their COVID-19 communications more effectively [ 13 ].…”