‘The office of disaster management’ nurse managers' experiences during COVID‐19: A qualitative interview study using thematic analysis

Abstract

Aim The purpose of this study was to understand the experiences of nurse managers during the COVID‐19 pandemic. Background There is a growing body of knowledge about the experiences of clinical nurses during COVID‐19. However, there is less evidence about the experiences of nurse managers during the pandemic. Methods Eight nurse managers, from acute care and outpatient settings, completed semistructured interviews about how their roles had changed during the pandemic, how they felt about these changes, and what had gone well or been difficult. Each participant was interviewed once, for 20–60 min. We used thematic analysis methods to analyse the interview transcripts. Findings Nurse managers had to coordinate care in a context of uncertainty and guidance that changed frequently. Participants found that their roles and responsibilities either expanded to include more duties, or they were asked to take on a completely new role, with no orientation or training. Nurse managers were expected to provide support to their staff and patients, but did not necessarily receive support themselves. Participants were expected to plan simultaneously for care during the pandemic and for a return to normal working conditions. These factors contributed to challenging and difficult participant experiences of managing during COVID‐19. Conclusion Nurse managers' experiences during COVID‐19 are influenced by changes to their roles and the support they received. Nurse managers continue to support high‐quality care despite working a difficult context. Implications for nursing management Where possible, nurse managers can be supported to extend their roles or receive additional education and support if they are required to take on new responsibilities. Nurse managers require support in order to be a resource for their staff.

Posttraumatic stress disorder and related factors among nurses working during the COVID‐19 pandemic

“…In order to alleviate PTSD among nurses, we suggest interventions to improve nurse managers' competence in terms of their abilities, leadership, and support for nurses. In particular, during the COVID‐19 pandemic, nurse managers have been given expanding and changing roles and responsibilities, and in this process, support from head nurses is necessary (Jackson & Nowell, 2021 ). Therefore, in a pandemic situation, it is necessary to separate the role of supporting nurses from the role of the head nurse and to handle nurses' mental health through another organisational structure dedicated to this purpose.…”

“…T A B L E 3 Factors related to PTSD (N = 365) expanding and changing roles and responsibilities, and in this process, support from head nurses is necessary (Jackson & Nowell, 2021).…”

The importance of management in promoting hospital staff's mental well‐being during the COVID‐19 pandemic—A survey

“…The study results show that staff noticed if the manager was not available, not seen, or was appearing to avoid the staff. At some level, the managers' role seems to have expanded or changed completely in response to COVID‐19 (Jackson & Nowell, 2021 ). Especially, the pandemic and tight restrictions have caused multiple changes to managers' work routines, and they have had to coordinate care in a context of uncertainty and under guidance that has frequently changed (Jackson & Nowell, 2021 ; Vázquez‐Calatayud et al, 2021 ).…”

“…At some level, the managers' role seems to have expanded or changed completely in response to COVID‐19 (Jackson & Nowell, 2021 ). Especially, the pandemic and tight restrictions have caused multiple changes to managers' work routines, and they have had to coordinate care in a context of uncertainty and under guidance that has frequently changed (Jackson & Nowell, 2021 ; Vázquez‐Calatayud et al, 2021 ). Therefore, the manager may not have had enough time and opportunity to be present and to support the staff in a proper manner (Jackson & Nowell, 2021 ).…”

“…Furthermore, it is of utmost importance that staff are encouraged to express their feelings and sources of distress and to openly discuss their experiences and challenges in their care of COVID‐19 patients (Bianchi et al, 2021 ; Labrague, 2021 ). Consequently, when managers prioritize staff's well‐being, their trust in management will increase (Jackson & Nowell, 2021 ; Ness et al, 2021 ; Vázquez‐Calatayud et al, 2021 ).…”