The LEADS in a Caring Environment Framework: Putting LEADS to Work in People-Centred Care

Cole, Cathy; Thiessen, Heather; Andreas, Brenda

doi:10.1007/978-3-030-38536-1_13

Cited by 1 publication

(1 citation statement)

References 25 publications

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“…The COVID-19 pandemic is a global health crisis (Winter, 2020) and its impact on the Canadian health system and on Canada as a whole, has clearly exposed inadequate preparation (Allen, 2020). We consider these circumstances, while difficult to experience, a catalyst for change that allows health-care leaders to exercise the leadership needed to co-create a modern, people-centered (Cole et al , 2020) and relationship-centered (Van Aerde, 2015) system of care, that truly adapts and responds to the needs of citizens and communities (McMahon et al , 2020). Part of a health leader’s role is to integrate systems so they can serve patients, families and systems well; to ensure health-care workers are able to work in psychologically and physically safe work environments; and to facilitate meaningful innovation and reform (Dickson and Tholl, 2020).…”

Section: Introductionmentioning

confidence: 99%

Leading through the first wave of COVID: a Canadian action research study

Hartney

Melis²,

Taylor

et al. 2021

LHS

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Purpose This first phase of a three-phase action research project aims to define leadership practices that should be used during and after the pandemic to re-imagine and rebuild the health and social care system. Specifically, the objectives were to determine what effective leadership practices Canadian health leaders have used through the first wave of the COVID-19 pandemic, to explore how these differ from pre-crisis practices; and to identify what leadership practices might be leveraged to create the desired health and care systems of the future. Design/methodology/approach The authors used an action research methodology. In the first phase, reported here, the authors conducted one-on-one, virtual interviews with 18 health leaders from across Canada and across leadership roles. Data were analyzed using grounded theory methodology. Findings Five key practices emerged from the data, within the core dimension of disrupting entrenched structures and leadership practices. These were, namely, responding to more complex emotions in self and others. Future practice identified to create more psychologically supportive workplaces. Agile and adaptive leadership. Future practice should allow leaders to move systemic change forward more quickly. Integrating diverse perspectives, within and across organizations, leveling hierarchies through bringing together a variety of perspectives in the decision-making process and engaging people more broadly in the co-creation of strategies. Applying existing leadership capabilities and experience. Future practice should develop and expand mentorship to support early career leadership. Communication was increased to build credibility and trust in response to changing and often contradictory emerging evidence and messaging. Future practice should increase communication. Research limitations/implications The project was limited to health leaders in Canada and did not represent all provinces/territories. Participants were recruited through the leadership networks, while diverse, were not demographically representative. All interviews were conducted in English; in the second phase of the study, the authors will recruit a larger and more diverse sample and conduct interviews in both English and French. As the interviews took place during the early stages of the pandemic, it may be that health leaders’ views of what may be required to re-define future health systems may change as the crisis shifts over time. Practical implications The sponsoring organization of this research – the Canadian Health Leadership Network and each of its individual member partners – will mobilize knowledge from this research, and subsequent phases, to inform processes for leadership development and, succession planning across, the Canadian health system, particularly those attributes unique to a context of crisis management but also necessary in post-crisis recovery. Social implications This research has shown that there is an immediate need to develop innovative and influential leadership action – commensurate with its findings – to supporting the evolution of the Canadian health system, the emotional well-being of the health-care workforce, the mental health of the population and challenges inherent in structural inequities across health and health care that discriminate against certain populations. Originality/value An interdisciplinary group of health researchers and decision-makers from across Canada who came together rapidly to examine leadership practices during COVID-19’s first wave using action research study design.

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