Everything Gonna Be Alright: Antecedents to Nurses’ Change Adaptability in the COVID-19 Era

Leonelli, Simona; Primavera, Emanuele

doi:10.1007/978-3-030-84867-5_20

Cited by 3 publications

(1 citation statement)

References 31 publications

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“…Furthermore, behavioral support such as compliance, cooperation, and championing are the pillars required by organizations to successfully implement the desired change. Moreover, in crises like the COVID‐19 pandemic, different researchers have utilized Lewin's Three‐Stage Change Model in their studies within diverse areas and situations (Leonelli & Primavera, 2022; Mishra et al., 2020; Nyamunda, 2022). However, to the best of our knowledge, this is the first study to propose a comprehensive model for organizations to tackle changes associated with global crises.…”

Section: Literature Reviewmentioning

confidence: 99%

Managing organizational change in responding to global crises

Islam

2023

Glob Bus Org Exc

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To cope with global crises, organizations go through various internal changes and adopt different survival strategies. Several researchers and practitioners have highlighted that employees are the key factors in implementing such changes. However, organizations often face difficulties in managing manpower effectively due to the complexities and ambiguities related to the said changes. To address this challenge, the present study proposes a comprehensive model to manage organizational change to effectively respond to global crises. This study highlights that “employee change‐championing behavior” (ECB) – also known as effective change‐supportive behavior of employees – is the key to successfully implementing the necessary organizational changes to tackle global crises. Utilizing the 3‐Stage Lewin's Model of Change as the foundation for analysis, this study proposes for “transformational leadership style” to substitute the “unfreezing stage,” “trust in leadership and work engagement” to substitute the “moving stage,” and “employee change championing behavior” to substitute the “refreezing stage.” Additionally, this study found that transformational leadership (TL) influences employee change‐championing behavior, while employee trust in leadership (ETL) influences employee work engagement (EWE). Moreover, trust in leadership and work engagement individually and sequentially mediate the relationship between TL and employee change‐championing behavior. This study offers a unique perspective for business leaders on how to manage organizational changes during global crises.

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Section: Literature Reviewmentioning

confidence: 99%

Managing organizational change in responding to global crises

Islam

2023

Glob Bus Org Exc

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Coping with Stress: The Importance of Individual Resilience and Work Tasks Complexity and Unpredictability

Leonelli,

Primavera

2023

The Palgrave Handbook of Fulfillment, Wellness, and Personal Growth at Work

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Network analysis of resilience, anxiety and depression in clinical nurses

Zhou,

Gao,

et al. 2024

BMC Psychiatry

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Background Resilience is a protective feature against anxiety and depression disorders. However, the precise relationship and structure of resilience and anxiety and depression remain poorly understood. This study sought to investigate the link among resilience' components and anxiety as well as depression. Methods 1,279 clinical nurses were recruited. 10-item Connor-Davidson Resilience Scale, Generalized Anxiety Disorder 7, and Patient Health Questionnaire 9 were employed to evaluate resilience, anxiety, and depression, respectively. The regularized partial-correlation network was generated utilizing data from cross-sectional survey and the bridge expected influence index was utilized to quantify bridge components. ResultsThe rates of anxiety and depression within clinical nurses were 67.3% and 67.2%, accordingly. Four strongest bridge edges appeared in the resilience-anxiety network, like "Adapt to change"-"Fear that something might happen", and "Stay focused under pressure"-"Uncontrollable worry". Two strongest bridge edges appeared in the resiliencedepression network, like "Adapt to change"-"Concentration difficulties" and "Stay focused under pressure"-"Fatigue". "Adapt to change" was recognized as bridging nodes in both the resilience-anxiety network and the resiliencedepression network.Conclusions Interventions targeting the bridge component "Adapt to change" within resilience, may mitigate the intensity of anxiety and depression symptoms among clinical nurses.

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Everything Gonna Be Alright: Antecedents to Nurses’ Change Adaptability in the COVID-19 Era

Cited by 3 publications

References 31 publications

Managing organizational change in responding to global crises

Managing organizational change in responding to global crises

Coping with Stress: The Importance of Individual Resilience and Work Tasks Complexity and Unpredictability

Network analysis of resilience, anxiety and depression in clinical nurses

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