COVID-19 and the Health Workforce

Armstrong, David M.; Moore, Jean; Fraher, Erin; Frogner, Bianca K.; Pittman, Patricia; Spetz, Joanne

doi:10.1177/1077558720969318

Cited by 16 publications

(14 citation statements)

References 5 publications

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“…Crisis leadership, broadly defined by Klann (2003) , also involves addressing human aspects of crisis in ways that account for the dynamic nature of the crisis and its context—the needs, emotions, and behaviors of people implementing strategies to address, prevent, mitigate, and recover from crises. The current pandemic crisis has raised the important question of which crisis leadership competencies are needed by public health and health system leaders to implement public health measures, mitigate the spread of the pandemic, and address the pandemic’s health and economic consequences ( Armstrong et al, 2021 ).…”

Section: Introductionmentioning

confidence: 99%

Public Health and Health Sector Crisis Leadership During Pandemics: A Review of the Medical and Business Literature

et al. 2021

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The global scale and unpredictable nature of the current COVID-19 pandemic have put a significant burden on health care and public health leaders, for whom preparedness plans and evidence-based guidelines have proven insufficient to guide actions. This article presents a review of empirical articles on the topics of “crisis leadership” and “pandemic” across medical and business databases between 2003 (since SARS) and—December 2020 and has identified 35 articles for detailed analyses. We use the articles’ evidence on leadership behaviors and skills that have been key to pandemic responses to characterize the types of leadership competencies commonly exhibited in a pandemic context. Task-oriented competencies, including preparing and planning, establishing collaborations, and conducting crisis communication, received the most attention. However, people-oriented and adaptive-oriented competencies were as fundamental in overcoming the structural, political, and cultural contexts unique to pandemics.

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Section: Introductionmentioning

confidence: 99%

Public Health and Health Sector Crisis Leadership During Pandemics: A Review of the Medical and Business Literature

et al. 2021

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“…First, despite our program promoting mobile, easy-to-access tools, RNs still encountered challenges with time and space to use R2R. Such findings could derive from a variety of factors such as: (1) inadequate staffing on units to support program use; (2) cultural barriers preventing RNs to seek restoration/relaxation (e.g., an aversion to leaving team members/patients to care for oneself); (3) the absence of dedicated spaces for restoration/relaxation, among other factors, and (4) increased workload demands due to the COVID-19 pandemic [ 59 , 60 , 61 ]. The aforementioned “aversion” to self-care in the workplace parallels Sonnentag’s “Recovery Paradox” (p. 173) which posits that people with a high level of job stressors have a tendency not to recover/restore when necessary [ 62 ].…”

Section: Discussionmentioning

confidence: 99%

“Room to Reflect”: A Pilot Workplace Resiliency Intervention for Nurses

Muir

Webb-Jones²,

Farish³

et al. 2022

IJERPH

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Rising workload demands for nurses necessitate the implementation of easily accessible and innovative clinician well-being resources on health care units. This pre/post pilot study sought to measure the impact of a mobile workplace intervention, “Room to Reflect” on staff nurse and nurse manager resilience. A mobile toolbox with a sound machine, Virtual Reality headset, and associated Quick Response code audio/video offerings, and a paper Pocket Guide of mindful restoration practices were provided to 7 health care units for a 3 month period. Pre/post questionnaires assessed perceived resilience using the Connor-Davidson Resilience scale, and intervention feasibility (ease of use), accessibility (spaces used), and effectiveness (restoration). Data analysis consisted of descriptive statistics, paired and independent samples t-tests, and Wilcoxon Signed Rank tests. From the pre (n = 97) to post (n = 57) intervention period, there was a significant difference in resilience for Clinician 3 staff nurses. A mean increase in resilience was noted among nurse managers following participation in the intervention, z = −2.03, p < 0.05. The Pocket Guide was the easiest offering to use, while VR offerings were accessed the most through Quick Response code. Space and time were the most common barriers to Room to Reflect use. Staff nurses felt supported by managers to use the program, and managers perceived that the program improved nurse job satisfaction.

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“…EP from around the world, were at the frontline, leading the way and working with many healthcare colleagues from the various disciplines. [ 40 41 42 ]…”

Section: “B Rave ”: I N the C ...mentioning

confidence: 99%

Brave

Lateef

Kiat

Yunus

et al. 2022

Journal of Emergencies, Trauma, and Shock

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The practice of emergency medicine has reached its cross roads. Emergency physicians (EPs) are managing many more time-dependent conditions, initiating complex treatments in the emergency department (ED), handling ethical and end of life care discussions upfront, and even performing procedures which used to be done only in critical care settings, in the resuscitation room. EPs manage a wide spectrum of patients, 24 h a day, which reflects the community and society they practice in. Besides the medical and “technical” issues to handle, they have to learn how to resolve confounding elements which their patients can present with. These may include social, financial, cultural, ethical, relationship, and even employment matters. EPs cannot overlook these, in order to provide holistic care. More and more emphasis is also now given to the social determinants of health. We, from the emergency medicine fraternity, are proposing a unique “BRAVE model,” as a mnemonic to assist in the provision of point of care, adaptive leadership at the bedside in the ED. This represents another useful tool for use in the current climate of the ED, where patients have higher expectations, need more patient-centric resolution and handling of their issues, looming against the background of a more complex society and world.

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COVID-19 and the Health Workforce

Abstract: The health workforce has been greatly affected by COVID-19. In this commentary, we describe the articles included in this health workforce research supplement and how the issues raised by the authors relate to the COVID-19 pandemic and rapidly changing health care environment.

Cited by 16 publications

References 5 publications

Public Health and Health Sector Crisis Leadership During Pandemics: A Review of the Medical and Business Literature

Public Health and Health Sector Crisis Leadership During Pandemics: A Review of the Medical and Business Literature

“Room to Reflect”: A Pilot Workplace Resiliency Intervention for Nurses

Brave

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