Social work leadership in a medical school: A coordinated, compassionate COVID-19 response

Jones, Barbara; Phillips, Farya; Shanor, Donna; Diest, Heather Van; Chen, Qi; Currin‐McCulloch, Jennifer; Franklin, Cynthia; Sparks, Dede; Corral, Cynthia; Ortega, Jesús Ramírez

doi:10.1080/00981389.2021.1885567

Cited by 4 publications

(8 citation statements)

References 17 publications

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“…Seventhly, most of the studies on compassion and compassionate leadership emanate from the medical and healthcare field (de Zulueta 2016 ; Hewison et al 2018 , 2019 ; Hofmeyer et al 2020 ; Jones et al 2021 ; Landers et al 2020 ; Papadopoulos et al 2021 ; Willis and Anstey 2019 ), while the field of management suffers from a deficit leaving the field wide open for a range of studies.…”

Section: Resultsmentioning

confidence: 99%

“… Social Constructivism/Qualitative Exploratory Online Survey/Both open and close-ended questions 1217 respondents Interpretive/Thematic analysis Proposes a definition of compassion from the receivers’ point of view. Compassion is viewed as functional in establishing a trustworthy manager-staff relationship Exploratory study on how healthcare managers view, define, recognize and practice culturally competent compassion Future empirical study to include multidisciplinary, local and transnational collaborations 3 Jones et al ( 2021 ) The role of a Health, Social Work department in responding to the Pandemic with different initiatives Not available Not available Qualitative/Descriptive Secondary data. Department reports Not available Describes how integrating social work at the leadership level allows social workers to extend their expertise in community organizing, clinical care and compassionate communication to the community Inclusion of social work leadership is proposed which would enable faster adaptation and organization of efforts to integrate psychosocial care and health care focused on equity and justice Not available 4 Oruh et al ( 2021 ) Exploratory study on how compassionate managerial leadership style can mitigate workplace stressors and alleviate stress experiences among employees in an extreme situation What does employee stress entail during the COVID-19 crisis, and how can an effective management-leadership mechanism help to reduce employee stress levels during such an extreme situation?…”

Section: Methodsmentioning

confidence: 99%

“…The positive outcomes include increased trust, collaboration, and engagement among team members. Incorporating compassion into leadership styles, training programs, and organizational cultures is emphasized to reduce burnout, promote engagement, and improve overall well-being (Hewison et al 2019 ; Hofmeyer et al 2020 ; Jones et al 2021 ; Landers et al 2020 ; Oruh et al 2021 ; Papadopoulos et al 2021 ; Shuck et al 2019 ) Additionally, the role of benevolent leadership, coaching with compassion, and integrating coaching, compassion, and leadership is discussed as crucial for developing capable leaders(Boyatzis et al 2006 ; de Zulueta 2016 ; Karakas and Sarigollu 2013 ).…”

Section: Implications and Conclusionmentioning

confidence: 99%

See 2 more Smart Citations

Whither compassionate leadership? A systematic review

et al. 2023

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Recent disastrous events, such as the COVID-19 pandemic, has amplified the appeal for compassionate leadership in organizations and is viewed as the need of the hour. While compassion is a timeless concept, there appears to be a lack of clarity around the idea of compassionate leadership, and the current understanding appears limited, fragmented, and scattered across the literature. This integrative systematic review of 41 articles during the last 20 years (2002–2021) conceptualizes six critical dimensions of compassionate leadership, namely: empathy; openness and communication; physical, mental health and well-being; inclusiveness; integrity; respect and dignity. These findings enhance our understanding of how organizational leaders can effectively incorporate the dimensions to become compassionate leaders. The review examines how compassionate leadership is defined and understood in the literature, and a contribution in the form of a definition for compassionate leadership is offered. Finally, gaps in the literature are highlighted, offering avenues for future research, along with implications for research, theory, and practice.

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Section: Resultsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Implications and Conclusionmentioning

confidence: 99%

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Whither compassionate leadership? A systematic review

et al. 2023

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“…There were twenty-seven ( n = 27) articles focused on gaps in standards and guidelines during the pandemic which impacted the ability to deliver appropriate pandemic responses. This theme includes the lack of developing standards and guidelines pertaining to effective crisis response as well as effective social work practice during crises, recommendations for new guidelines for services such as telehealth and virtual care (Baumes et al, 2020), refining existing guidelines to address emerging public health needs during the pandemic, and improving guidelines to inform organizational change for pandemic responses (Baumes et al, 2020; Jones et al, 2021; Wang et al, 2020; Yu et al, 2020).…”

Section: Resultsmentioning

confidence: 99%

A Scoping Review to Guide Social Work Policy-Practice for Pandemic Recovery

Ashcroft

Hussain

Lam

et al. 2023

Research on Social Work Practice

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Purpose: The aim of this scoping review is to systematically scope the literature on social work, the COVID-19 pandemic, and health policy. The research question guiding the scoping review is: What are the policy issues emerging during the COVID-19 pandemic that are of importance for social workers working in health and mental health? Method: Scoping review methodology following Arksey and O’Malley's five-stage framework. Results: A final sample of 191 articles were included in the scoping review. The five themes identified are: (a) strengthening social work's capacity to address structural issues in practice, (b) gaps in social work education, (c) need for new and updated standards and guidelines, (d) need for professional clarity and professional supports, and (e) inadequate government response. Conclusions: By strengthening uptake of the policy-practice framework, social work practitioners concurrently address immediate client issues and address upstream factors perpetuating inequities emerging during the pandemic.

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“…Our respondents reported hindering factors more than facilitating factors. Notably, recent literature that reports effective responses during the early days of the pandemic illustrates environments characterized by enough supervisory and administrative infrastructure and containing built-in redundancy, enabling them to maintain strong guidance and support structures for social service workers during the early days of the pandemic ( Jones et al, 2021 ; Xenakis et al, 2021 ). This implies that an important factor in weathering and responding to crises is a robust supervisory and administrative infrastructure that is able to optimize communications within agencies and across organizations while providing clear guidance for direct practice workers.…”

Section: Discussionmentioning

confidence: 99%

Social service providers under COVID-19 duress: adaptation, burnout, and resilience

McCoyd

Curran

Candelario

et al. 2022

Journal of Social Work

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This article examines the response of social services organizations and their workers to the COVID-19 pandemic in a northeastern U.S. state. Using an exploratory, cross-sectional survey design with a convenience sample ( N = 1472), we ask: (1) how did agencies and social service workers manage service disruptions associated with COVID-19; (2) how did social service workers perceive shifts in clients’ needs; (3) how did social service workers experience the transition to remote interactions with clients; and (4) how did social service workers cope with COVID-related transitions and demands. Our findings tell a story of unprecedented crises alongside powerful attempts at adaptation, innovation, and resilience. Faced with extraordinary need among their clients, fears for their own health, and a breakdown of organizational and community functioning and guidance, social workers were able to learn and implement new technologies, adapt to increasing demands, manage new work-life boundaries, and find ways to address gaps in service while experiencing symptoms of burnout. The impact of supervisory and administrative fragmentation and communication breakdowns in the face of crisis put social workers in an untenable position despite surprising abilities to adapt, innovate, and manage their professional lives while under duress. Assuring better supervisory/administrative infrastructure to support workers as they deliver services during crises will help in future crises.

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Social work leadership in a medical school: A coordinated, compassionate COVID-19 response

Cited by 4 publications

References 17 publications

Whither compassionate leadership? A systematic review

Whither compassionate leadership? A systematic review

A Scoping Review to Guide Social Work Policy-Practice for Pandemic Recovery

Social service providers under COVID-19 duress: adaptation, burnout, and resilience

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