The experience of nursing leadership in a crisis: A hermeneutic phenomenological study

Freysteinson, Wyona M.; Celia, Tania; Gilroy, Heidi; Gonzalez, Kimberly

doi:10.1111/jonm.13310

Cited by 25 publications

(58 citation statements)

References 20 publications

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“…Another aspect is the motivating force which put pressure on staff members to keep the organization safely running. 35 This justifies the reason for this result, as nurses perceived moderate crisis leadership behavior collectively with participatory management, resourcefulness, and sense making which are the main determinants of crisis leader. Furthermore, it was evident that crisis leadership was experienced through inclusion of nurses in terms of communication, training, information, solutions, and interactions, making decisions quickly when circumstances change, deploying resources easily to respond to opportunities and threats encountered, and ability to anticipate and prevent risk.…”

Section: Discussionmentioning

confidence: 66%

Crisis, ethical leadership and moral courage: Ethical climate during COVID-19

Awad

Ashour

2022

Nurs Ethics

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Background The global COVID-19 pandemic has challenged nurse leaders in ways that one could not imagine. Along with ongoing priorities of providing high quality, cost-effective and safe care, nurse leaders are also committed to promote an ethical climate that support nurses’ moral courage for sustaining excellence in patient and family care. Aim This study is directed to develop a structure equation model of crisis, ethical leadership and nurses’ moral courage: mediating effect of ethical climate during COVID-19. Ethical consideration Approval was obtained from Ethics Committee at Faculty of Nursing, Alexandria University, Egypt. Methods A cross-sectional design was used to conduct this study using validated scales to measure the study variables. It was conducted in all units of two isolated hospitals in Damanhur, Egypt. A convenient sample of 235 nurses was recruited to be involved in this study. Results This study revealed that nurses perceived a moderate mean percent (55.49 ± 3.46) of overall crisis leadership, high mean percent (74.69 ± 6.15) of overall ethical leadership, high mean percent (72.09 ± 7.73) of their moral courage, and moderate mean percent of overall ethical climate (65.67 ± 12.04). Additionally, this study declared a strong positive statistical significant correlation between all study variables and indicated that the independent variable (crisis and ethical leadership) can predict a 0.96, 0.6, respectively, increasing in the dependent variable (nurses’ moral courage) through the mediating impact of ethical climate. Conclusion Nursing administrators should be conscious of the importance of crisis, ethical leadership competencies and the role of ethical climate to enhance nurses’ moral courage especially during pandemic. Therefore, these findings have significant contributions that support healthcare organizations to develop strategies that provide a supportive ethical climate. Develop ethical and crisis leadership competencies in order to improve nurses' moral courage by holding meetings, workshops, and allowing open dialogue with nurses to assess their moral courage.

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Section: Discussionmentioning

confidence: 66%

Crisis, ethical leadership and moral courage: Ethical climate during COVID-19

Awad

Ashour

2022

Nurs Ethics

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“…Healthcare organizations struggled to meet staffing demands and to provide front‐line workers with adequate supplies and personal protective equipment (PPE; Loh et al, 2020 ). Nurse leaders faced the particular challenge of directing practice changes while ensuring patients and staff were being taken care of (Cariaso‐Sugay et al, 2021 ; Freysteinson et al, 2021 ; Losty & Bailey, 2021 ; Zhao et al, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

Organizational learning during COVID‐19: A qualitative study of nurses' experiences

Lyman

Horton

Oman

2021

J Nursing Management

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Aim The aim of this study is to test the validity of the Organizational Learning in Hospitals model in the context of the COVID‐19 pandemic. Background Organizational learning is especially crucial in circumstances of intense, complex, enduring change, as with the COVID‐19 pandemic. Nurse managers need additional guidance for fostering organizational learning under such circumstances. The Organizational Learning in Hospitals model may be a helpful resource but requires additional validation. Methods Semi‐structured interviews were conducted to gather 19 nurses' first‐hand experiences of organizational learning during the COVID‐19 pandemic. Data were analysed using deductive thematic analysis. Results Nurses' experiences of organizational learning generally aligned with the tenets of the model. Specifically, effective organizational learning occurred when the contextual factors and mechanisms portrayed in the model converged. Model and contrary cases illustrate this phenomenon. Conclusions This study validates and adds context to the model. It offers practical examples of the contextual factors and mechanisms of organizational learning. Leaders can use the model to guide their efforts to foster organizational learning. Implications for Nursing Management This study reaffirms the importance of nurse leaders' central role in organizational learning. Nurse leaders can use the Organizational Learning in Hospitals model, and the practical examples provided, to foster organizational learning during challenging times.

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“…[1][2][3][4][5] Nurse leaders faced the challenge of leading their teams and organizations through a time of rapid change and great uncertainty. [6][7][8] Their task's complexity was magnified by the scope, intensity, and duration of the pandemic, compounded by scarce resources. 9,10 Nurse leaders' central role in the COVID-19 response has given them a unique perspective regarding weaknesses in the health care delivery system that require strengthening.…”

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confidence: 99%

Filling the Knowledge Gap for Nurse Leaders

Hand¹,

Alexander²,

Lyman³

et al. 2021

Nurse Leader

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The purpose of this article is to share gaps in knowledge and research related to pandemic management identified by nurse leaders during the COVID-19 pandemic. As part of a larger Delphi study, nurse leaders responded to an open-ended survey question about gaps in research they saw as important following the pandemic. Responses were analyzed using directed content analysis. Results are presented as four super-categories: Organizational leadership preparedness, adaptive leadership in crisis, innovations in care delivery, and health, well-being, and resilience.

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The experience of nursing leadership in a crisis: A hermeneutic phenomenological study

Cited by 25 publications

References 20 publications

Crisis, ethical leadership and moral courage: Ethical climate during COVID-19

Crisis, ethical leadership and moral courage: Ethical climate during COVID-19

Organizational learning during COVID‐19: A qualitative study of nurses' experiences

Filling the Knowledge Gap for Nurse Leaders

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