Addressing leadership communication, parenting demands and mental health challenges: a mixed-methods case study of clinical and translational scientists during COVID-19.

BACKGROUND: In March 2020, academic research centres in Colorado were closed to prevent the spread of COVID-19. Scientists and research staff were required to continue their work remotely with little time to prepare for the transition. METHODS: This survey study used an explanatory sequential mixed-method design to explore clinical and translational researcher and staff experiences of the transition to remote work during the first 6 weeks of the COVID-19 pandemic. Participants indicated the level of interference with their research and shared their experiences of remote work, how they were impacted, how they were adapting and coping, and any short-term or long-term concerns. RESULTS: Most participants indicated that remote work interfered with their research to a moderate or great degree. Participant stories illuminated the differences of remote work prior to and during COVID-19. They described both challenges and silver linings. Three themes that highlight the challenges of transitioning to remote work during a pandemic were: (1) Leadership communication: 'Leadership needs to revisit their communication strategy'; (2) Parenting demands: Parents are 'multitasked to death' every day and (3) Mental health challenges: The COVID-19 experience is 'psychologically taxing'. CONCLUSIONS: The study findings can be used to guide leaders in building community, resiliency and support productivity during current and future crises. Potential approaches to address these issues are proposed.

Burn-out in the health workforce during the COVID-19 pandemic: opportunities for workplace and leadership approaches to improve well-being.

BACKGROUND: Burn-out is a long-standing problem among healthcare workers (HCWs) and leads to poorer quality and less safe patient care, lower patient satisfaction, absenteeism and reduced workforce retention. Crises such as the pandemic not only generate new challenges but also intensify existing workplace stresses and chronic workforce shortages. As the COVID-19 pandemic continues, the global health workforce is burnt-out and under immense pressure, with multiple individual, organisational and healthcare system drivers. METHOD: In this article, we examine how key organisational and leadership approaches can facilitate mental health support for HCWs and identify strategies to support HCWs that are critical for supporting workforce well-being during the pandemic. RESULTS: We identified 12 key approaches at the organisational and individual levels for healthcare leadership to support workforce well-being during the COVID-19 crisis. These approaches may inform leadership responses to future crises. CONCLUSION: Governments, healthcare organisations and leaders must invest and deliver long-term measures to value, support and retain the health workforce to preserve high-quality healthcare.

Authentic leadership at the Cleveland Clinic: psychological safety in the midst of crisis.

OBJECTIVES: The goal of this research was to examine the leadership experiences of senior leaders at the Cleveland Clinic during the recent COVID-19 pandemic crisis. A secondary goal was to examine lessons that could inform other healthcare organisations as they move into subsequent crisis situations. DESIGN: The authors examined publicly available podcast transcripts where interviewees shared their leadership experiences on the Cleveland Clinic Beyond Leadership Podcast. SETTING/PARTICIPANTS: Twenty-one publicly available qualitative transcripts were examined inductively and deductively to assess how authentic leadership principles were applied to the experiences noted. PRINCIPAL FINDINGS: Deductively, the four leadership behaviours of authentic leadership (ie, relational transparency, internalised moral perspectives, balanced processing of information and self-awareness) were noted in the transcripts. Inductively, the participants also identified the importance of developing an organisational culture rooted in psychological safety which allowed individuals from all levels of the organisation to voice their ideas, concerns and thoughts. As part of a psychologically safe culture, it was also important to understand the influence of hierarchy in healthcare, ways to encourage employee voice and the uniqueness of leadership during crisis. PRACTICAL APPLICATIONS: We first offer insights about the importance of psychological safety, particularly during a crisis. Second, we offer a number of ways that other healthcare organisations might strive to build on their own approach to authentic leadership and develop an organisational culture built on psychological safety.

Importance of inclusive leadership in the pandemic response: the critical role of the physician.

BACKGROUND: The COVID-19 pandemic has resulted in multiple logistical and communication challenges in the face of ever-changing guidance, disease prevalence and increasing evidence. METHODS: At Stanford Children's Health (SCH), we felt physician input was an important element of pandemic response infrastructure, given our lens into patient care across its continuum. We formed the COVID-19 Physician Liaison Team (CPLT) consisting of representative physicians across the care continuum. The CPLT met regularly and communicated to the SCH's COVID-19 task force responsible for the ongoing organisation pandemic response. The CPLT problem-solved around various issues including testing, patient care on our COVID-19 inpatient unit and communication gaps. RESULTS: The CPLT contributed to conservation of rapid COVID-19 tests for critical patient care needs, decreased incident reports on our COVID-19 inpatient unit and helped enhance communication across the organisation, with a focus on physicians. CONCLUSION: In retrospect, the approach taken was in line with a distributed leadership model with physicians as integral members contributing to active lines of communication, continual problem-solving and new pathways to provide care.

"See us as humans. Speak to us with respect. Listen to us." A qualitative study on UK ambulance staff requirements of leadership while working during the COVID-19 pandemic.

BACKGROUND: The COVID-19 Ambulance Response Assessment (CARA) study aimed to enable the experiences of UK frontline ambulance staff working during the first wave of the pandemic to be heard. Specifically, CARA aimed to assess feelings of preparedness and well-being and to collect suggestions for beneficial leadership support. METHODS: Three online surveys were sequentially presented between April and October 2020. Overall, 18 questions elicited free-text responses that were analysed qualitatively using an inductive thematic approach. FINDINGS: Analysis of 14 237 responses revealed participants' goals and their requirements of leadership to enable those goals to be achieved. A large number of participants expressed low confidence and anxiety resulting from disagreement, inconsistency and an absence of transparency related to policy implementation. Some staff struggled with large quantities of written correspondence and many desired more face-to-face training and an opportunity to communicate with policymakers. Suggestions were made on how best to allocate resources to reduce operational demands and maintain service delivery, and a need to learn from current events in order to plan for the future was stressed. To further support well-being, staff wanted leadership to understand and empathise with their working conditions, to work to reduce the risks and if required, to facilitate access to appropriate therapeutic interventions. CONCLUSIONS: This study demonstrates that ambulance staff desire both inclusive and compassionate leadership. Leadership should aim to engage in honest dialogue and attentive listening. Resultant learning can then inform policy development and resource allocation to effectively support both service delivery and staff well-being.

Leadership, teamwork and technology enabling the largest free and accessible event worldwide on COVID-19 management.

OBJECTIVE: To report the experience of technology-enabling organisation and deployment of a large-scale free online scientific event about COVID-19, and to share leadership lessons learnt. METHODS: The 'First Brazilian Congress of Clinical Evidence on COVID-19' took place between 3 May and 7 May 2021 and was hosted by the Universidade Federal de Minas Gerais, one of Brazil's top federal universities. Online platforms and a website were used for registration, as well as live transmission of the event, such as Zoom, YouTube and Even. A Situational Leadership framework was used to lead the team. Participants' satisfaction was evaluated through an online questionnaire. RESULTS: There were overall 27 000 registrations. The transmission reached over 97 100 views, from Brazil, Cuba, Mexico and the UK. Conference's topics included the whole COVID-19 'system of care'. Speakers and moderators from all over Brazil and abroad were chosen according to their expertise on COVID-19 and on evidence-based medicine. Video testimonies were presented between sessions from people who could not work from home about what touched their heart during the pandemic. Accessibility was ensured through simultaneous translation to Brazilian sign language. From 2228 respondents of the satisfaction assessment questionnaire, 97.4% reported their expectations to be exceeded and 86.8% reported acquiring new knowledge about COVID-19. CONCLUSION: This experience showed that leadership, teamwork, motivation and technology enabled the dissemination of accessible scientific evidence on COVID-19 to a large audience through a free online event. Lessons learnt may be useful for the post-pandemic, for new-waves, as well as recovery.

The Role of the Medical Director in Ontario Long-Term Care Homes: Impact of COVID-19.

OBJECTIVES: The pandemic has uncovered a broad lack of understanding of the role of the Medical Director in Canadian Long-Term Care (LTC) Homes. Our objectives were to identify the current demographics and practices of LTC Medical Directors, discover how the pandemic affected their practice habits, and inform the content of the Ontario Long-Term Care Clinicians Medical Director Course, to ensure that Medical Directors have the requisite knowledge of the responsibilities of their role. DESIGN: Email survey. SETTING AND PARTICIPANTS: Medical directors in Ontario long-term care homes. METHODS: Responses to open-ended, close-ended, multiple-choice, and free-text questions. RESULTS: A total of 156 medical directors (approximately 24%) completed the survey. Ninety-four percent were family physicians. Approximately 40% of participants had been a medical director for fewer than 5 years, whereas more than 11% have been in the role for greater than 30 years. More than 60% spend fewer than 2 hours per week in their administrative role, with fewer than 23% completing formal evaluations of the attending clinicians. Greater than 75% are either satisfied or extremely satisfied in their medical director role, citing excellent engagement and collaboration with team members. Feelings of dissatisfaction were associated with pandemic stress, increased hours and responsibility, inadequate remuneration, lack of ability to make decisions and lack of acknowledgement that physicians add value to the interdisciplinary team. CONCLUSION AND IMPLICATIONS: It is clear that medical directors are in a unique position to impact the care of residents within LTC. It is imperative to engage medical directors as integral members of the LTC health care team. This can be achieved by acknowledging their medical expertise for improving outcomes, providing them with the authority for decision making, compensating them appropriately, and clearly defining the role. By making these changes, we can ensure that there is a higher likelihood to sustain effective medical leadership in LTC.

Enabling leaders of multispecialty teams via cross-training.

BACKGROUND: Teamwork across medical specialties improves patient outcomes. However, it also places an additional strain on team leaders, who must mediate between the medical specialties while at the same time belonging to one of them. We examine whether a cross-training incorporating communication and leadership skills can enhance multispecialty teamwork in Heart Teams and enable Heart Team leaders. METHOD: In a prospective observational study, the authors surveyed physicians working in multispecialty Heart Teams worldwide, who participated in a cross-training course. Survey responses were collected at the beginning of the course and 6 months later, after course completion. Furthermore, for a subsample of participants, external assessments of course participants' communication and presentation skills at the beginning and at the end of the training were elicited. The authors conducted mean comparison tests and difference-in-difference analysis. RESULTS: Sixty-four physicians were surveyed. A total of 547 external assessments were collected. The cross-training significantly improved participant-rated teamwork across medical specialties, and communication and presentation skills as rated by participants and external assessors who were blind to the time structure or training context. CONCLUSION: The study highlights how a cross-training can enable leaders of multispecialty teams in their leadership role by raising awareness of other specialties' skills and knowledge. Cross-training combined with communication skills training is an effective measure to improve collaboration in Heart Teams.

Mitigating and managing COVID-19 conspiratorial beliefs.

BACKGROUND/AIM: Belief in COVID-19 related conspiracy theories is a widespread and consequential problem that healthcare leaders need to confront. In this article, we draw on insights from social psychology and organisational behaviour to offer evidence-based advice that healthcare leaders can use to reduce the spread of conspiratorial beliefs and ameliorate their negative effects, both during the current pandemic and beyond. CONCLUSION: Leaders can effectively combat conspiratorial beliefs by intervening early and bolstering people's sense of control. Leaders can also address some of the problematic behaviours that result from conspiratorial beliefs by introducing incentives and mandates (e.g., vaccine mandates). However, because of the limitations of incentives and mandates, we suggest that leaders complement these techniques with interventions that leverage the power of social norms and increase people's connections to others.

Moving beyond 'think leadership, think white male': the contents and contexts of equity, diversity and inclusion in physician leadership programmes.

The lack of both women and physicians from groups under-represented in medicine (UIM) in leadership has become a growing concern in healthcare. Despite increasing recognition that diversity in physician leadership can lead to reduced health disparities, improved population health and increased innovation and creativity in organisations, progress toward this goal is slow. One strategy for increasing the number of women and UIM physician leaders has been to create professional development opportunities that include leadership training on equity, diversity and inclusivity (EDI). However, the extent to which these concepts are explored in physician leadership programming is not known. It is also not clear whether this EDI content challenges structural barriers that perpetuate the status quo of white male leadership. To explore these issues, we conducted an environmental scan by adapting Arksey and O'Malley's scoping review methodology to centre on three questions: How is EDI currently presented in physician leadership programming? How have these programmes been evaluated in the peer-reviewed literature? How is EDI presented and discussed by the wider medical community? We scanned institutional websites for physician leadership programmes, analysed peer-reviewed literature and examined material from medical education conferences. Our findings indicate that despite an apparent increase in the discussion of EDI concepts in the medical community, current physician leadership programming is built on theories that fail to move beyond race and gender as explanatory factors for a lack of diversity in physician leadership. To address inequity, physician leadership curricula should aim to equip physicians to identify and address the structural factors that perpetuate disparities.

Reflection of leadership skills by a clinical educator.

BACKGROUND: A leader can only motivate people to do what they want them to do to convince them that it is advantageous. No one can be forced into leadership. Through my experience, I learnt that excellent leadership realises the desired results by getting people to do their best. METHOD: Therefore, I would like to reflect on the leadership theory closer to my leadership practices and leadership styles at my workplace in light of my personality and personal characteristics. CONCLUSION: Although not a new idea, but self-analysis is a requisite for each leader and leader to be.

Conference panels: do they reflect the diversity of the NHS workforce?

BACKGROUND: The number of female and black, Asian and minor ethnicity (BAME) healthcare professionals has significantly increased over the last few decades. While this highlights the National Health Service (NHS) workforce as diverse and inclusive, most senior managers and conference panellists remain mainly men from Caucasian backgrounds. METHODS: We reviewed all publicly available data for major Royal College conferences in the UK from 2015 to 2019 to examine how many of the panellists were men or women and how many were Caucasian or BAME. RESULTS: Our first finding was that publicly available data were available for only 20 out of 70 conferences (29%). At 60% (n=12) of conferences, there were a predominance of male speakers. The median percentage of female speakers remained between 35% and 46%. There were no all-male panels. At 20% (n=4) of conferences in the sample, there were no BAME speakers. The median percentage of BAME speakers remained between 9% and 18%. CONCLUSION: Conference panels do not yet reflect the diversity of the NHS workforce. We all have a duty to promote inclusivity and diversity in medicine. One way to do this is via conferences, through appropriate actions by conference organisers, panellists and delegates.