Psychological impact of COVID-19 on healthcare leaders: a cross-sectional survey in Friuli-Venezia Giulia, Italy

Abstract

IntroductionAlthough several studies highlighted the psychological burden of 2019 coronavirus disease (COVID-19) pandemic, no data are available regarding professionals leading healthcare organisations. This study aims to assess the psychological impact of COVID-19 on healthcare leaders (HeLs), along with the leadership skills and coping strategies needed for successful leadership.MethodsA cross-sectional survey was conducted in Friuli-Venezia Giulia (Italy) between October and November 2020. We assessed the presence of depressive symptoms (DS), anxiety symptoms (AS), perceived stress (PS) and insomnia using internationally validated tools. Coping strategies and skills needed to overcome the crisis were examined, along with the most challenging phases.ResultsA total of 48 HeLs participated. The prevalence of DS and AS was 14.6% and 12.5%, respectively. Moderate and severe insomnia was found in 12.5% and 6.3% of them, respectively. Leaders showed moderate (45.8%) and high 4,2%) level of PS. The two most challenging phases were recognised in early recognition (45.2%) and peak phase (31.0%). Concerning healthcare leaders’ skills required to manage with pandemic, the most reported were communication (35.1%) and decision-making (25.5%).ConclusionThe high level of PS, insomnia, DS and AS experienced by healthcare leaders shows the COVID-19 pandemic’s psychological impact. The two most challenging phases identified enhances the importance of public health surveillance and monitoring systems, and communication appeared a critical success skill for healthcare leaders. Given the key role these professional play in addressing the current crisis in healthcare organisations, their mental health and well-being deserve greater attention.

Who Is Responsible for Nurse Wellbeing in a Crisis? A Single Centre Perspective

“…Prolonged exposure to stressful stimuli should be of marked concern as it greatly increases the likelihood of staff experiencing affective and post-traumatic stress symptoms [7]. Fatigue was also frequently discussed, which is another common outcome of repeated stress exposure, particularly with the pandemic [3,5]. Psychological distress is a leading factor contributing to burnout, a pattern frequently observed in SARS [7].…”

“…While these tribulations are accepted elements of the role, global pandemics place nurses in a uniquely vulnerable position particularly in healthcare settings where resources are already under significant pressure due to staffing and financial shortages [2][3][4]. The additional emotional distress placed on nurses during a pandemic can increase burnout and disengagement, and this has shown to persist following the control or cessation of the pandemic [3,5]. A key factor associated with burnout and disengagement is additional work pressures such as redeployment in response to pandemics.…”

Who is responsible for nurse wellbeing in a crisis? A single centre perspective

“…While these tribulations are accepted elements of the role, global pandemics place nurses in a uniquely vulnerable position particularly in healthcare settings where resources are already under significant pressure due to staffing and financial shortages [2][3][4] . The additional emotional distress placed on nurses during a pandemic can increases burnout and disengagement, and this has shown to persist following control or cessation of the pandemic 3,5 . A key factor associated with burnout and disengagement is additional work pressures such as redeployment in response to pandemics.…”

An innovative Australian doctors’ health service: using systems therapy to work with individual medical leaders in an acute public health setting

“…2 The SARS-CoV-2 pandemic was the straw that broke the camel’s back, with health care leaders bearing brunt of both health care crises and pandemic. 3 Tackling these demands while managing one’s own personal well-being require high levels of not only managerial, executive and technical skills, but also emotional intelligence and psychological resilience, 2 and arguably, systems understanding.…”