Leading on the edge

Mercer, Danielle; Haddon, Arlene; Loughlin, Catherine

doi:10.1097/hmr.0000000000000125

Cited by 11 publications

(4 citation statements)

References 22 publications

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“…Unregulated and undefined expectations at the organisation level leads to negative effects such as stress, reduced productivity, and unpredictable work hours, and long-term effects on organisational efficiency and delivery of high quality care [22, 28, 29, 37, 42, 51, 71]. Furthermore, often times front-line clinicians are also required to take the leadership role in the absence of managers without proper training [20]. Despite this, included studies indicate that the involvement of middle and front-line managers in strategic decision-making can be limited due to various reasons including lack of support from the organisation itself and misalignment of individual and organisational goals [16, 26, 31, 72].…”

Section: Resultsmentioning

confidence: 99%

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Priorities and challenges for health leadership and workforce management globally: a rapid review

Figueroa

Harrison

Chauhan

et al. 2019

BMC Health Serv Res

208

119

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Background Health systems are complex and continually changing across a variety of contexts and health service levels. The capacities needed by health managers and leaders to respond to current and emerging issues are not yet well understood. Studies to date have been country-specific and have not integrated different international and multi-level insights. This review examines the current and emerging challenges for health leadership and workforce management in diverse contexts and health systems at three structural levels, from the overarching macro (international, national) context to the meso context of organisations through to the micro context of individual healthcare managers. Methods A rapid review of evidence was undertaken using a systematic search of a selected segment of the diverse literature related to health leadership and management. A range of text words, synonyms and subject headings were developed for the major concepts of global health, health service management and health leadership. An explorative review of three electronic databases (MEDLINE®, Pubmed and Scopus) was undertaken to identify the key publication outlets for relevant content between January 2010 to July 2018. A search strategy was then applied to the key journals identified, in addition to hand searching the journals and reference list of relevant papers identified. Inclusion criteria were independently applied to potentially relevant articles by three reviewers. Data were subject to a narrative synthesis to highlight key concepts identified. Results Sixty-three articles were included. A set of consistent challenges and emerging trends within healthcare sectors internationally for health leadership and management were represented at the three structural levels. At the macro level these included societal, demographic, historical and cultural factors; at the meso level, human resource management challenges, changing structures and performance measures and intensified management; and at the micro level shifting roles and expectations in the workplace for health care managers. Conclusion Contemporary challenges and emerging needs of the global health management workforce orient around efficiency-saving, change and human resource management. The role of health managers is evolving and expanding to meet these new priorities. Ensuring contemporary health leaders and managers have the capabilities to respond to the current landscape is critical.

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Section: Resultsmentioning

confidence: 99%

“…Poorly defined roles contribute to reduced accountability, transparency, autonomy, and understanding of responsibilities [24, 30, 31, 67]. Studies also indicate a lack of recognition of clinical leaders in health organisations and inadequate training opportunities for them as such [20, 67].…”

Section: Resultsmentioning

confidence: 99%

Priorities and challenges for health leadership and workforce management globally: a rapid review

Figueroa

Harrison

Chauhan

et al. 2019

BMC Health Serv Res

208

119

View full text Add to dashboard Cite

show abstract

“…Whether these markers can also be applied to the followers' cognitive skills is questionable. However, occasional switches between team roles [32,33] indicate that there could be cognitive skills' markers from our results appropriate to both leaders and followers in EMS teams.…”

Section: Applicability Of Markersmentioning

confidence: 76%

Markers of cognitive skills important for team leaders in emergency medical services: a qualitative interview study

Sedlár

Kaššaiová

2022

BMC Emerg Med

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Background Cognitive skills and other non-technical skills are key for emergency medical services (EMS); however, there have been a limited number of their markers identified. This study aims to identify markers of cognitive skills—situation awareness and decision making—important for team leaders in EMS. The focus is on any markers of cognitive skills that are associated with quality and safety at EMS work. Method In-depth semi-structured interviews were conducted with 20 EMS team leaders (10 EMS physician team leaders and 10 paramedic team leaders) and analysed by the structured approach utilising the known framework of cognitive skill elements. Results The data analysis revealed a set of 50 markers falling into elements of situation awareness (gathering information, interpreting information, anticipating states), elements of decision making (identifying options, implementing decisions, re-evaluating decisions), and an additional cognitive element (maintaining standards). These markers represented cognitive processes, acts, and communications, therefore, some of them can be observable and others rather unobservable. The identified markers were not too specific, applicable mostly in various challenging situations with patients’ medical problems and in EMS team leaders working in ground ambulances in urban and rural/remote areas. Conclusion The findings provide a better understanding of EMS team leaders’ cognitive skills, and can aid in the development of assessment and training tools suited particularly to them.

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“…As such, being a healthcare manager can be more stressful and tiring than providing direct care to residents or patients (Udod & Care, 2013). These pressures leave minimal opportunity to recharge, making managers susceptible to emotional and physical exhaustion, burnout, and potential ineffectiveness in their leadership roles (Mercer et al, 2018; von Bergen & Bressler, 2019). Recent studies show that, in the COVID‐19 era, healthcare industries have displayed the highest resignation rates, and mid‐career employees (e.g., middle‐level managers) are most likely to quit (Cook, 2021).…”

Section: Methodsmentioning

confidence: 99%

Put your own “oxygen mask” on first: A behavioral typology of leaders' self‐care

Chiu,

Howard,

Lopes

et al. 2023

Human Resource Management

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Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well‐being. However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self‐care strategies to recharge, researchers and HR professionals know relatively little about (1) what specific self‐care actions leaders can take and (2) how external crises such as COVID‐19 constrain leaders' self‐care actions. To identify specific leaders' self‐care behaviors, which we refer to as oxygen masks, we interviewed 41 healthcare managers in Australia during the COVID‐19 pandemic in 2020. We presented a behavioral typology summarizing distinct oxygen masks that leaders used at different points in time. These oxygen masks include improving physical well‐being, improving emotional/spiritual/social well‐being, fulfilling managerial roles, and seeking collegial and organizational support. Moreover, we concluded that the COVID‐19 restrictions made some of these oxygen masks less accessible, negatively impacting leaders' well‐being. Our research conclusions have implications for theory and future studies on extending the literature associated with leadership development, leaders' resilience, and leaders' well‐being. The results also provide HR professionals with practical suggestions about assisting line managers in improving their self‐care and sustaining their leadership effectiveness.

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Leading on the edge

Cited by 11 publications

References 22 publications

Priorities and challenges for health leadership and workforce management globally: a rapid review

Priorities and challenges for health leadership and workforce management globally: a rapid review

Markers of cognitive skills important for team leaders in emergency medical services: a qualitative interview study

Put your own “oxygen mask” on first: A behavioral typology of leaders' self‐care

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