Impact of leadership on the nursing workforce during the COVID-19 pandemic

Abstract

BackgroundThe aim was to determine how the learning about protective factors from previous pandemics was implemented and the impact of this on nurses’ experience.MethodsSecondary data analysis of semistructured interview transcripts exploring the barriers and facilitators to changes implemented to support the surge of COVID-19 related admissions in wave 1 of the pandemic. Participants represented three-levels of leadership: whole hospital (n=17), division (n=7), ward/department-level (n=8) and individual nurses (n=16). Interviews were analysed using framework analysis.ResultsKey changes that were implemented in wave 1 reported at whole hospital level included: a new acute staffing level, redeploying nurses, increasing the visibility of nursing leadership, new staff well-being initiatives, new roles created to support families and various training initiatives. Two main themes emerged from the interviews at division, ward/department and individual nurse level: impact of leadership and impact on the delivery of nursing care.ConclusionsLeadership through a crisis is essential for the protective effect of nurses’ emotional well-being. While nursing leadership was made more visible during wave 1 of the pandemic and processes were in place to increase communication, system-level challenges resulting in negative experiences existed. By identifying these challenges, it has been possible to overcome them during wave 2 by employing different leadership styles to support nurse's well-being. Challenges and distress that nurses experience when making moral decisions requires support beyond the pandemic for nurse’s well-being. Learning from the pandemic about the impact of leadership in a crisis is important to facilitate recovery and lessen the impact in further outbreaks.

Measuring the Nursing Work Environment during Public Health Emergencies: Scale Adaptation and Validation

“…Tis fnding is consistent with previous research that explored the interconnectedness of these elements as challenges, opportunities, and managerial strategies for frontline environments, supporting nurses and promoting organizational performance [50,51]. Te signifcance of workforce support and efective leadership within the healthcare system is aligned with the achievement of resilience [52].…”

Nurses’ Personality Traits and Perceived Work Environments During Public Health Emergencies: Implications for Nursing Workforce Planning

“…[39][40][41] These initiatives were centered on enriching nurses' expertise. Within management practices, nursing leaders gravitated towards transformational leadership and empathy, [42][43][44] esteeming team knowledge, experience, and actively promoting teamwork. 45,46 By focusing on nurses' physical and logistical requirements while providing mental health care, ensuring fundamental needs-comprising physical, safety, and psychological well-being-are met becomes crucial in mitigating burnout, enhancing work efficiency, and bolstering job satisfaction.…”

It’s What We Do: Experiences of UK Nurses Working during the COVID-19 Pandemic: Impact on Practice, Identity and Resilience

“…Throughout the pandemic the NHS has continued to prioritise a coordinated approach to supporting staff, placing a clear focus on the health and wellbeing of the workforce [ 50 ]. The importance of good nursing leadership and effective team dynamics in supporting the nursing workforce, and the impact of this on nurses’ wellbeing and the delivery of nursing care has been highlighted [ 51 ]. The COVID-19 pandemic has introduced additional challenges for clinical teams, particularly in the face of fluctuating staff levels and redeployment, changing patient needs, and a constantly evolving clinical picture [ 52 ].…”