The impact of COVID‐19 on nurse leadership characteristics

Abstract

Background Nurse leaders are vital for improving nursing efficiencies and the quality of care that they provide during a crisis and its aftermath. The value of positive leadership characteristics has never been more critical than during the COVID‐19 pandemic. Functioning in a crisis mode required nurse leaders to demonstrate the necessary skills for clear communication and solid leadership. Therefore, nursing leadership, especially in emergencies such as the COVID‐19 pandemic, needs to be transformative in the sense that leaders are informational, motivating, and able to advance the organization, notwithstanding a global pandemic. Timely leadership research during and after COVID‐19 is crucial for filling the literature gap resulting from the unique changes in the nursing profession in the post‐pandemic period. Objective This study aimed to investigate leadership characteristics shown by nurse leaders during the COVID‐19 pandemic, and investigate nurses' perceptions of nurse leader effectiveness based on leaders' work roles. Methods An exploratory, quantitative study was conducted 18 months after the declaration of the COVID‐19 pandemic (June–August 2021). The Multifactor Leadership Questionnaire (MLQ 5X) was sent to registered nurses (RNs) in Texas using the State Board's listing of active RNs. In total, 70 practicing RNs participated in the study. Data were analyzed using descriptive statistics and multivariate correlational analysis. Results Perceived leadership characteristics remained primarily transformational. Nurse directors and executives reported positive leadership characteristics more frequently than did staff and charge nurses. Linking Evidence to Action Specific tactics and strategies must be adopted to support nurses and nursing leadership during ongoing healthcare challenges. Close monitoring of leadership characteristics will enable organizations to support and provide educational opportunities for ongoing organizational success.

Compassion fatigue and COVID‐19: A global view from nurses

“…These variables are of intense interest to healthcare organizations, as they want to retain skilled nurses and ensure that patients receive compassionate care, which is more likely when nurses perceive compassion satisfaction from their work. As noted by Fowler and Robbins (2022), transformative nursing leadership is needed during healthcare crises. In our ecological model, nursing leadership is at the organizational level, and it is as important to nurse resilience as tangible items such as PPE, infection control management, and leadership actions such as including the voices of bedside nurses in organizational plans for management of COVID‐19.…”

“… Support for ongoing infection surveillance and control is needed. An adequate amount of full PPE (gowns, gloves, masks, and eye protection) to be used during crises should be maintained. Provide leadership training for unit managers that employs a participatory style to include bedside nurses' voices. Include bedside nurses on planning committees for crisis management. Recognize and reward nurses for excellent care (Daisy awards, etc.) to increase compassion satisfaction. Recognize early signs of CF and provide extra support to nurses who are experiencing BO or STSs (Fowler & Robbins, 2022). Support the use of evidence‐based strategies by nurses to reduce compassion fatigue including positive self‐care, mindfulness, meditation, etc.…”

“…• Recognize early signs of CF and provide extra support to nurses who are experiencing BO or STSs (Fowler & Robbins, 2022).…”

Leadership and care in nursing research: A bibliometric analysis

“…Nurse leaders, on the contrary, had to overcome problems such as changing priorities, nurses and lack of resources (Joslin & Joslin, 2020). This required these leaders to adapt their skills, abilities and competencies to the current situation (Fowler & Robbins, 2022). Current evidence suggests that different leadership styles have different effects on quality of care, nurse actions and patient outcomes (Cummings et al, 2018; Huang et al, 2021; Labrague et al, 2021; Sihvola et al, 2022; Wong et al, 2013).…”

“…Current evidence suggests that different leadership styles have different effects on quality of care, nurse actions and patient outcomes (Cummings et al, 2018; Huang et al, 2021; Labrague et al, 2021; Sihvola et al, 2022; Wong et al, 2013). Unique experiences during the COVID‐19 pandemic may have different effects on nursing profession, nurse behaviours and patient outcomes (Fowler & Robbins, 2022). A need has emerged to examine these experiences to improve nursing efficiencies and quality of care during and after the pandemic.…”