The Enduring Importance of Trust in the Leadership of Health Care Organizations

Jain, Sachin H.; Lucey, Catherine R.; Crosson, Francis J.

doi:10.1001/jama.2020.18555

Cited by 18 publications

(28 citation statements)

References 4 publications

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“…37,53 Especially as uncertainty heightens, leaders must inspire people with meaning and purpose 37 by explicitly communicating the constants-what is not changing, despite the volatility-such as the commitments to core values and priorities, to keeping the best interests of people at the forefront of decision-making, and to overcoming adversity. 5,40,65 This is vital to avoid succumbing to what has been called the "waiting it out" (until final resolution) syndrome. 16 This syndrome is characterized by a prolonged limbo-like state of existence-merely plodding along with listlessness and depleted joy, passion, productivity, and ambition-which is marked solely by the passage of time.…”

Section: Reassess Priorities Explicitly and Regularly And Provide Purpose Meaning And Directionmentioning

confidence: 99%

“…5,8,21,79 Cultivating a culture of trust requires instilling certainty that leaders are making decisions based on the best available evidence and always putting the health and wellness of their people and communities at the forefront. 65 This also involves anchoring messaging in realism, being transparent when there is little evidence, and clarifying the process and criteria by which decisions are being made and their corresponding timelines. 5,49,65 It is also important to selectively and consistently debunk false information, 6,58 including messaging broadcast on social media, which is part of the "infodemic."…”

Section: Crisis Communication Provide Regular Communication and Engender Trustmentioning

confidence: 99%

“…65 This also involves anchoring messaging in realism, being transparent when there is little evidence, and clarifying the process and criteria by which decisions are being made and their corresponding timelines. 5,49,65 It is also important to selectively and consistently debunk false information, 6,58 including messaging broadcast on social media, which is part of the "infodemic." 5,8,80 Building trust may mean sharing detailed and even sensitive or controversial information with the community.…”

Section: Crisis Communication Provide Regular Communication and Engender Trustmentioning

confidence: 99%

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Guidance for Health Care Leaders During the Recovery Stage of the COVID-19 Pandemic

et al. 2021

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IMPORTANCEThe COVID-19 pandemic is the greatest global test of health leadership of our generation. There is an urgent need to provide guidance for leaders at all levels during the unprecedented preresolution recovery stage. OBJECTIVETo create an evidence-and expertise-informed framework of leadership imperatives to serve as a resource to guide health and public health leaders during the postemergency stage of the pandemic. EVIDENCE REVIEWA literature search in PubMed, MEDLINE, and Embase revealed 10 910 articles published between 2000 and 2021 that included the terms leadership and variations of emergency, crisis, disaster, pandemic, COVID-19, or public health. Using the Standards for Quality Improvement Reporting Excellence reporting guideline for consensus statement development, this assessment adopted a 6-round modified Delphi approach involving 32 expert coauthors from 17 countries who participated in creating and validating a framework outlining essential leadership imperatives. FINDINGS The 10 imperatives in the framework are: (1) acknowledge staff and celebrate successes;(2) provide support for staff well-being; (3) develop a clear understanding of the current local and global context, along with informed projections; (4) prepare for future emergencies (personnel, resources, protocols, contingency plans, coalitions, and training); (5) reassess priorities explicitly and regularly and provide purpose, meaning, and direction; (6) maximize team, organizational, and system performance and discuss enhancements; (7) manage the backlog of paused services and consider improvements while avoiding burnout and moral distress; (8) sustain learning, innovations, and collaborations, and imagine future possibilities; (9) provide regular communication and engender trust; and (10) in consultation with public health and fellow leaders, provide safety information and recommendations to government, other organizations, staff, and the community to improve equitable and integrated care and emergency preparedness systemwide. CONCLUSIONS AND RELEVANCELeaders who most effectively implement these imperatives are ideally positioned to address urgent needs and inequalities in health systems and to cocreate with their organizations a future that best serves stakeholders and communities.

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Section: Reassess Priorities Explicitly and Regularly And Provide Purpose Meaning And Directionmentioning

confidence: 99%

Section: Crisis Communication Provide Regular Communication and Engender Trustmentioning

confidence: 99%

Section: Crisis Communication Provide Regular Communication and Engender Trustmentioning

confidence: 99%

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Guidance for Health Care Leaders During the Recovery Stage of the COVID-19 Pandemic

et al. 2021

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“…Theirs is one of few theoretically based studies of trust in relationships and encounters. A recent issue of the Journal of the American Medical Association devoted several articles [6][7][8][9] and an editorial 10 to trust among patients and clinicians. These articles establish trust as a contemporary metric of concern.…”

Section: Introductionmentioning

confidence: 99%

“…The construct of trust, either a patient's trust in their clinician or a clinician's trust in their organization, revolves around caring, selflessness, benevolence, and a resonance of values. [6][7][8]11 The Healthy Work Place (HWP) study, a randomized study of workplace interventions to improve clinician work conditions, 12 surveyed clinicians and patients regarding trust. Figure 1 suggests that workplace characteristics and organizational culture are associated with a clinician's trust in the organization and patient trust in their clinician.…”

Section: Introductionmentioning

confidence: 99%