Leadership in Times of Crisis

Abstract

Summary: In the wake of the death toll resulting from coronavirus disease of 2019 (COVID-19), in addition to the economic turmoil and strain on our health care systems, plastic surgeons are taking a hard look at their role in crisis preparedness and how they can contribute to crisis response policies in their own health care teams. Leaders in the specialty are charged with developing new clinical policies, identifying weaknesses in crisis preparation, and ensuring survival of private practices that face untenable financial challenges. It is critical that plastic surgery builds on the lessons learned over the past tumultuous year to emerge stronger and more prepared for subsequent waves of COVID-19. In addition, this global health crisis presents a timely opportunity to reexamine how plastic surgeons can display effective leadership during times of uncertainty and stress. Some may choose to emulate the traits and policies of leaders who are navigating the COVID-19 crisis effectively. Specifically, the national leaders who offer empathy, transparent communication, and decisive action have maintained high public approval throughout the COVID-19 crisis, while aggressively controlling viral spread. Crises are an inevitable aspect of modern society and medicine. Plastic surgeons can learn from this pandemic to better prepare for future turmoil.

Role of Strategic Leaders in Unexpected Healthcare Crisis Management

“…There are fundamental dynamics a leader must regularly watch, such as the efficacy of health system surge and maintenance over time, the scaling of traditional public health, the development of antibody testing, the nature of immunity, and innovation (38) . Basic leadership strategies can be used for navigating a crisis, including identifying appropriate goals, identifying the path to communicate, engaging in conversations, being cognizant of everyone's needs, using emotional intelligence, minimizing perceptions of inequity, collaborating with key stakeholders and establishing liaison groups, empower team members to complete organizational objectives, be agile when leading change, and constantly assess the environment and prepare for the future (39) . There are different ways a crisis can change the role of leaders, including the pandemic changing people's attitudes towards institutions in general and employers in particular; leaders need to respond by reframing their approach towards employees and focusing on the individual, drawing on sociology and systems thinking (40) .…”

Faculty retention at a young medical school in crisis times and beyond: prospects, challenges and propositions from a mixed-methods study

“…Successful crisis management requires proactive surveillance strategies for crisis prevention, along with efforts to mitigate the impact once a crisis has surfaced. 16 Not long ago education systems were shaken by the COVID-19 pandemic, the morale of faculty was considerably affected and higher education institutions faced enormous challenges in retaining their workforce. 17 Therefore, institutions should gain an understanding of the specific retention challenges they face during such times and implement targeted retention initiatives accordingly.…”

Leadership and resilience in adversity: The impact of COVID-19 on radiography researchers and ways forward

“…It is widely accepted that effective leadership during a crisis, such as the coronavirus pandemic, is vital, since it has the capacity to provide optimal decision-making skills, recognise and overcome challenges, and set appropriate goals to mitigate the negative implications of a crisis 20 . Leaders should strive to be well-prepared for the management of a crisis, and provide support and inspiration to their team, whilst also employing effective communication strategies, and demonstrating empathy towards their colleagues facing unprecedented challenges 21 , 22 . Crises, despite the disruption and obstruction of everyday workflows, also offer up huge opportunities for growth and learning.…”