Exploring Hybrid Leadership

Ameel, Maria; Myllynen, Mika; Kallakorpi, Susanna

doi:10.1097/nna.0000000000001227

Cited by 7 publications

(33 citation statements)

References 14 publications

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“…It helped reduce the spread of infection and also made it easier for patients who were unable to come to the hospital for an in-person outpatient clinic. The implementation of new tools, protocols, and ways of acting implies the following [ 59 , 60 , 61 ]: The need for flexible and adaptable treatment plans. The importance of infection control protocols, including the use of personal protective equipment, frequent cleaning of equipment and surfaces, and the need to isolate patients who are suspected or confirmed to have COVID-19.…”

Section: Discussionmentioning

confidence: 99%

Effects of the COVID-19 Pandemic on Everyday Neurosurgical Practice in Alsace, France: Lessons Learned, Current Perspectives, and Future Challenges—Preliminary Results of a Longitudinal Multicentric Study Registry

Dannhoff,

Mallereau,

Ganau

et al. 2024

Medicina

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Background and Objectives: The global outbreak caused by the SARS-CoV-2 pandemic disrupted healthcare worldwide, impacting the organization of intensive care units and surgical care units. This study aimed to document the daily neurosurgical activity in Alsace, France, one of the European epicenters of the pandemic, and provide evidence of the adaptive strategies deployed during such a critical time for healthcare services. Materials and Methods: The multicentric longitudinal study was based on a prospective cohort of patients requiring neurosurgical care in the Neurosurgical Departments of Alsace, France, between March 2020 and March 2022. Surgical activity was compared with pre-pandemic performances through data obtained from electronic patient records. Results: A total of 3842 patients benefited from care in a neurosurgical unit during the period of interest; 2352 of them underwent surgeries with a wide range of pathologies treated. Surgeries were initially limited to neurosurgical emergencies only, then urgent cases were slowly reinstated; however, a significant drop in surgical volume and case mix was noticed during lockdown (March–May 2020). The crisis continued to impact surgical activity until March 2022; functional procedures were postponed, though some spine surgeries could progressively be performed starting in October 2021. Various social factors, such as increased alcohol consumption during the pandemic, influenced the severity of traumatic pathologies. The progressive return to the usual profile of surgical activity was characterized by a rebound of oncological interventions. Deferrable procedures for elective spinal and functional pathologies were the most affected, with unexpected medical and social impacts. Conclusions: The task shifting and task sharing approaches implemented during the first wave of the pandemic supported the reorganization of neurosurgical care in its aftermath and enabled the safe and timely execution of a broad spectrum of surgeries. Despite the substantial disruption to routine practices, marked by a significant reduction in elective surgical volumes, comprehensive records demonstrate the successful management of the full range of neurosurgical pathologies. This underscores the efficacy of adaptive strategies in navigating the challenges imposed by the largest healthcare crisis in recent history. Those lessons will continue to provide valuable insights and guidance for health and care managers to prepare for future unpredictable scenarios.

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Section: Discussionmentioning

confidence: 99%

Effects of the COVID-19 Pandemic on Everyday Neurosurgical Practice in Alsace, France: Lessons Learned, Current Perspectives, and Future Challenges—Preliminary Results of a Longitudinal Multicentric Study Registry

Dannhoff,

Mallereau,

Ganau

et al. 2024

Medicina

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“…There is also a need to develop a hybrid working culture for future leadership. On the other hand, Ameel et al (2022) found that, although remote leadership enhances efficiency, the absence of leaders might decrease the well-being of professionals.…”

Section: Discussionmentioning

confidence: 99%

“…During the COVID-19 pandemic, the leaders of healthcare professionals were forced to quickly change their approach to how care was provided as they adapted to a situation that was radically different from what they had experienced prior to the pandemic. One of the most significant changes was the implementation and expansion of remote leadership (Ameel et al , 2022). Simultaneously, the allocation of human resources was reconsidered and organised in a different way (Hossny et al , 2022), and novel communication and networking (Freysteinson et al , 2021; Morse and Warshawsky, 2021) were emphasised.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: a qualitative descriptive study

Vuorivirta-Vuoti,

Kuha,

Kanste

2023

LHS

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Purpose Coronavirus disease (COVID-19) has challenged leadership in hospitals worldwide. The experiences of leadership during the pandemic changed leadership significantly. This study aims to describe nurse leaders’ perceptions of what future leadership in hospital settings in the post-pandemic era needs to be like. Design/methodology/approach A qualitative descriptive study was used. A total of 20 nurse leaders from the Finnish central hospital were interviewed from June to October 2021. The data were analysed using inductive content analysis. Findings The analysis revealed five main categories describing nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: digitalisation and hybrid working culture, development of sustainable working conditions, moving smoothly to the post-pandemic era, dissolution of traditional regimes of organisation and flexibility in leadership. Practical implications In the post-pandemic era, the constantly changing demands and challenges currently facing healthcare systems have significantly increased the complexity of hospital organisations. This requires critical evaluation and change to traditional leadership. Enhancing flexibility and authenticity in leadership, strengthening competencies, implementing a wide range of digital resources and increasing the appeal of the nursing profession to build the next generation of nurses – all of these are needed to provide sustainability in future healthcare. Originality/value The results identify the critical points of leadership that need to be developed for future challenges and for maintaining a sufficient supply of qualified professionals. Acting on this information will enhance flexibility in organisations and lead to acceleration of changes and the development of new kinds of leadership in the future

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“…Communication was a particular challenge for leaders working remotely, as they were uncertain whether the essential information reached employees promptly. Tey also expressed concerns regarding employee's being able to contact them easily [21].…”

Section: Introductionmentioning

confidence: 99%

The COVID-19 Pandemic Challenged Nurse Managers’ Daily Leadership Work: A Qualitative Study

Ahlqvist,

Nurmeksela,

Kvist

2023

Journal of Nursing Management

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Aim. To explore and describe nurse managers’ experiences of how the COVID-19 pandemic affected their leadership work. Background. As frontline leaders in healthcare, the work of nurse managers was dominated by the global COVID-19 pandemic in recent years. Method. Semistructured interviews were carried out during autumn 2021 at a Finnish university hospital. Twelve nurse managers participated in video call interviews, and the data were analysed by inductive content analysis. Results. Four main categories of COVID-19 effect on the nurse managers’ leadership work were identified: increased work requirements; changes in work content; crisis communication; and human resources. The main categories included a total of 14 subcategories. Conclusion. The complexity and range of nurse managers’ leadership work during the pandemic were emphasized. Nurse managers performed several important tasks that ensured ongoing delivery of healthcare services. Flexibility, ability to solve problems, capacity to tolerate uncertainty, pressure and rapidly evolving situations, excellent crisis communicational skills, and an ability to address the diverse needs of their staff were key competencies that nurse managers relied on during this period. Implications for Nursing Management. Nurse managers’ experiences of COVID-19 can inform practice, policies, nursing, and nursing leadership education in relation to future crises.

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Exploring Hybrid Leadership

Cited by 7 publications

References 14 publications

Effects of the COVID-19 Pandemic on Everyday Neurosurgical Practice in Alsace, France: Lessons Learned, Current Perspectives, and Future Challenges—Preliminary Results of a Longitudinal Multicentric Study Registry

Effects of the COVID-19 Pandemic on Everyday Neurosurgical Practice in Alsace, France: Lessons Learned, Current Perspectives, and Future Challenges—Preliminary Results of a Longitudinal Multicentric Study Registry

Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era: a qualitative descriptive study

The COVID-19 Pandemic Challenged Nurse Managers’ Daily Leadership Work: A Qualitative Study

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