Burnout and distress among nurses in a cardiovascular centre of a quaternary hospital network: a cross-sectional survey

Rubin, Barry B.; Goldfarb, Rebecca; Satele, Daniel; Graham, Leanna

doi:10.9778/cmajo.20200058

Cited by 16 publications

(21 citation statements)

References 26 publications

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“…Moral distress and the need for psychological support at the individual (self-care), peer-to-peer support and team level have been recognized (Maben and Bridges, 2020). Studies have highlighted the pressure the pandemic has a place on the health and wellness of our workforce (Possamai, 2020; Rubin et al , 2021a; Rubin et al , 2021b). The findings of this first phase underscore the need for leaders to focus first and foremost on their own emotional well-being and creating supportive workplaces sufficient to sustain the health-care system.…”

Section: Discussionmentioning

confidence: 99%

Leading through the first wave of COVID: a Canadian action research study

Hartney

Melis²,

Taylor

et al. 2021

LHS

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Purpose This first phase of a three-phase action research project aims to define leadership practices that should be used during and after the pandemic to re-imagine and rebuild the health and social care system. Specifically, the objectives were to determine what effective leadership practices Canadian health leaders have used through the first wave of the COVID-19 pandemic, to explore how these differ from pre-crisis practices; and to identify what leadership practices might be leveraged to create the desired health and care systems of the future. Design/methodology/approach The authors used an action research methodology. In the first phase, reported here, the authors conducted one-on-one, virtual interviews with 18 health leaders from across Canada and across leadership roles. Data were analyzed using grounded theory methodology. Findings Five key practices emerged from the data, within the core dimension of disrupting entrenched structures and leadership practices. These were, namely, responding to more complex emotions in self and others. Future practice identified to create more psychologically supportive workplaces. Agile and adaptive leadership. Future practice should allow leaders to move systemic change forward more quickly. Integrating diverse perspectives, within and across organizations, leveling hierarchies through bringing together a variety of perspectives in the decision-making process and engaging people more broadly in the co-creation of strategies. Applying existing leadership capabilities and experience. Future practice should develop and expand mentorship to support early career leadership. Communication was increased to build credibility and trust in response to changing and often contradictory emerging evidence and messaging. Future practice should increase communication. Research limitations/implications The project was limited to health leaders in Canada and did not represent all provinces/territories. Participants were recruited through the leadership networks, while diverse, were not demographically representative. All interviews were conducted in English; in the second phase of the study, the authors will recruit a larger and more diverse sample and conduct interviews in both English and French. As the interviews took place during the early stages of the pandemic, it may be that health leaders’ views of what may be required to re-define future health systems may change as the crisis shifts over time. Practical implications The sponsoring organization of this research – the Canadian Health Leadership Network and each of its individual member partners – will mobilize knowledge from this research, and subsequent phases, to inform processes for leadership development and, succession planning across, the Canadian health system, particularly those attributes unique to a context of crisis management but also necessary in post-crisis recovery. Social implications This research has shown that there is an immediate need to develop innovative and influential leadership action – commensurate with its findings – to supporting the evolution of the Canadian health system, the emotional well-being of the health-care workforce, the mental health of the population and challenges inherent in structural inequities across health and health care that discriminate against certain populations. Originality/value An interdisciplinary group of health researchers and decision-makers from across Canada who came together rapidly to examine leadership practices during COVID-19’s first wave using action research study design.

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Section: Discussionmentioning

confidence: 99%

Leading through the first wave of COVID: a Canadian action research study

Hartney

Melis²,

Taylor

et al. 2021

LHS

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“…The Organization for Economic Cooperation and Development comparisons rank Canada 26 th of 39 in physicians per 1,000 population; 17 th /39 for nurses per capita; and a woeful 36 th /39 for hospital beds per capita. 9 Prior to the pandemic, levels of burnout and distress were high for physicians (65%) and nurses (78%), 10 pointing to a healthcare system already lacking stretch capacity to care for those needing care, 11 and ill-equipped to care for those caring for the sick. 12,13 The pandemic has amplified known concerns; innovative leadership approaches are essential to respond to the call-to-action to create psychologically healthy and resilient workers and workplaces.…”

Section: Contextmentioning

confidence: 99%

Leaders supporting leaders: Leaders’ role in building resilience and psychologically healthy workplaces during the pandemic and beyond

Grimes¹,

Matlow

Tholl³

et al. 2022

Healthc Manage Forum

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The COVID-19 pandemic is now endemic and has taken a terrible toll on the health workforce and its leaders. Stress and burnout are rampant, and health workers are leaving in record numbers. Using data collected during the first four waves of the pandemic, and a longitudinal analysis of these data, the authors identify ongoing challenges to health leadership related to building resilience and psychologically healthy workplaces. The paper is organized around three questions: What happened during Waves 1 to 4? What did we learn? And what should be done differently? Eight actions emerged around the theme of “leaders supporting leaders”: build personal resilience; practice compassionate leadership; model effective interpersonal leadership behaviour; ensure frequent and authentic communication; participate in networks and communities of practice; balance short- and long-term commitments; apply systems thinking; and contribute to a collaborative, national strategy.

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Section: Introductionmentioning

confidence: 99%

“…For example, a study conducted in a cardiovascular centre in Toronto reported that of the total respondents, 77% of nurses reported burnout in the previous 3 months. 13 In two separate papers, the same authors reported that about 73% of allied healthcare workers (physical, respiratory, and occupational therapists, pharmacists, social workers, dietitians, and speech-language pathologists) and about 65% of doctors reported burnout and distress. 14,15 During the pandemic, healthcare workers worked long hours with insufficient access to Personal Protective Equipment (PPE), the risk of exposure to the virus, and many patients' deaths.…”

Section: Introductionmentioning

confidence: 99%

“…13 In two separate papers, the same authors reported that about 73% of allied healthcare workers (physical, respiratory, and occupational therapists, pharmacists, social workers, dietitians, and speech-language pathologists) and about 65% of doctors reported burnout and distress. 14,15 During the pandemic, healthcare workers worked long hours with insufficient access to Personal Protective Equipment (PPE), the risk of exposure to the virus, and many patients' deaths. 16,17 Not surprisingly, numerous studies have reported high levels of anxiety and depression among these professionals.…”

Section: Introductionmentioning

confidence: 99%

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The impact of COVID-19 on relative health outcomes among healthcare workers in Canada

Tiagi

2022

Healthc Manage Forum

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Although the COVID-19 pandemic increased stress and anxiety for most people, frontline workers have been particularly vulnerable. This paper focuses on doctors and nurses and analyzes their perceived mental and life stress relative to allied healthcare workers. The study uses data from Statistics Canada's crowdsource initiative, analyzed within a multinomial logistic regression framework. Results point to increased stress among these workers. More specifically, results suggest that compared with pre-COVID-19, mental stress increased for doctors. In contrast, although mental stress did not increase for nurses, it remained poor, similar to that experienced pre-COVID-19.

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Burnout and distress among nurses in a cardiovascular centre of a quaternary hospital network: a cross-sectional survey

Cited by 16 publications

References 26 publications

Leading through the first wave of COVID: a Canadian action research study

Leading through the first wave of COVID: a Canadian action research study

Leaders supporting leaders: Leaders’ role in building resilience and psychologically healthy workplaces during the pandemic and beyond

The impact of COVID-19 on relative health outcomes among healthcare workers in Canada

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