How and When Does Inclusive Leadership Curb Psychological Distress During a Crisis? Evidence From the COVID-19 Outbreak

Rebuilding Nursing Culture Through Application of Social Identity Theory and Inclusivity in Health Care Systems: An Exemplar

This article explores leader practices for rebuilding health system nursing culture by leveraging feedback from clinical nurses and applying Social Identity Theory (SIT) and inclusivity frameworks. An enriched nursing culture is the foundation of quality patient care, and as healthcare systems evolve, it becomes increasingly essential to foster a cohesive and inclusive environment in every aspect of employment practices. Social Identity Theory, which emphasizes how individuals define their self-concept through group affiliations, offers a lens to understand the interplay of identity, values, and behavior within nursing teams. Inclusivity practices are pivotal in creating a welcoming and diverse health care workplace. By employing these approaches, health care systems can rebuild and strengthen their nursing culture, improving retention, onboarding, job satisfaction, teamwork, and enhancing the quality of care provided to patients. This article delves into practical strategies and application of SIT and inclusivity practices to restructure and revitalize nursing culture, emphasizing the positive impact on health care outcomes. An exemplar demonstrating the impact of the voice of the clinician in program development highlights the application of SIT and inclusivity to create culture. It concludes with leader practices for rebuilding nursing culture to include contingent labor as part of the care team.

The mediating roles of workplace support and ethical work environment in associations between leadership and moral distress: a longitudinal study of Canadian health care workers during the COVID-19 pandemic

Introduction

The COVID-19 pandemic has resulted in heightened moral distress among health care workers (HCWs) worldwide. Past research has shown that effective leadership may mitigate potential for the development of moral distress. However, no research to date has considered the mechanisms by which leadership might have an influence on moral distress. We sought to evaluate longitudinally whether Canadian HCWs' perceptions of workplace support and ethical work environment would mediate associations between leadership and moral distress.

Methods

A total of 239 French- and English-speaking Canadian HCWs employed during the COVID-19 pandemic were recruited to participate in a longitudinal online survey. Participants completed measures of organizational and supervisory leadership at baseline and follow-up assessments of workplace support, perceptions of an ethical work environment, and moral distress.

Results

Associations between both organizational and supervisory leadership and moral distress were fully mediated by workplace supports and perceptions of an ethical work environment.

Discussion

To ensure HCW well-being and quality of care, it is important to ensure that HCWs are provided with adequate workplace supports, including manageable work hours, social support, and recognition for efforts, as well as an ethical workplace environment.

Engaging Leadership and Psychological Safety as Moderators of the Relationship between Strain and Work Recovery: A Cross-Sectional Study of HSS Employees

Work in the health and social sector (HSS) is highly straining and therefore recovery from work needs to be promoted. Less is known on how job resources can be used to alleviate job strain and increase recovery from work. Thus, we analyzed the following: the association between job demands and work recovery; the connections of engaging leadership and psychological safety to recovery from work; and the moderating effects of engaging leadership and psychological safety on the relationship between strain and recovery from work. This cross-sectional study of 18,155 HSS and 4347 eldercare employees in 2020 using linear regression analysis showed that job strain (p < 0.001) and moral distress (p < 0.001) were associated with decreased recovery from work. Engaging leadership (p < 0.001) and psychologically safe work community (p < 0.001) enhanced recovery from work independently. Engaging leadership mitigated the harmful effect of job strain (p < 0.01) and moral distress (p < 0.05), and psychological safety mitigated the effect of job strain (p < 0.001), but not moral distress (p > 0.05). Thus, it is important to reduce job strain so that employees recover from work. Further job resources such as engaging leadership and psychological safety are important in themselves as they support recovery from work and employees' well-being, but also as they alleviate job demands.

Does inclusive leadership foster employee psychological resilience? The role of perceived insider status and supportive organizational climate

Introduction

Employee psychological resilience correlates with individual performance and well-being, which can help employees cope with work pressure under a complex situation. Drawing upon social identity and information processing theories, this paper explores how inclusive leadership stimulates employees’ psychological resilience by integrating the cross-level mediation effect of perceived insider status. This study scrutinized the moderating function of supportive organizational climate with inclusive leadership and employees’ perceived insider status, which expanded the inclusive leadership influence boundary.

Methods

This study used a cross-sectional survey design and collected two-wave data from individuals who are currently employed in the context of Chinese organizations. Multiple linear regression was used to analyze the paired survey data of 220 employees of valid samples.

Results

Inclusive leadership was positively related to employee psychological resilience; Perceived insider status mediated the relationship between inclusive leadership and employee psychological resilience; The indirect relationship above is moderated by supportive organizational climate such that the positive relationship will be enhanced when the supportive organizational climate is high, rather than low.

Discussion

The theoretical and practical implications of these findings are discussed.

Significance of organizational health features during the COVID-19 pandemic for the well-being of Lithuanian healthcare workers

Summary

During various emergencies, especially pandemics, there is a heavy burden on healthcare workers and pharmacists. Organizational support plays a significant role in protecting their mental health. Though the study aimed analyze the subjectively perceived difficulties and challenges of healthcare workers related to organizing work in the context of a pandemic.

Methods

Twenty seven subjects (20 women, 7 men) participated in the qualitative research 30–45 min. Duration semi-structured interviews were performed, and thematic data analysis was applied.

Results

During the first wave of the COVD-19 pandemic, research participants experienced an avalanche of change in all significant areas of life: experienced general overall uncertainty, confusion in working order, and intense changes in work functions, responsibilities, and workload. These changes reduced the scope for control and predictability, there was a lack of structure and clarity. The avalanche of change caused by the COVID-19 pandemic provoked a strong and controversial emotional response. The contradiction was revealed between helplessness, disruption, loss of control experienced by staff and the internal and external pressure to adapt as quickly as possible to the functions of caregivers. The threats posed by the pandemic reinforced the need for active and engaged leadership and highlighted the key features of an employee supporting organization.

Conclusion

Surviving the avalanche of change caused by the pandemic, healthcare workers and pharmacists emphasized the importance of management decisions about managing patient and employee health threats, clear work organization, active and inclusive leadership, change planning, and organizational concern for employee sustainability and emotional well-being. Regular, systematic, clear and understandable, timely, open and sincere, uncontroversial, and consistent communication of administration provides security for employees and can contribute to better physical and psychological well-being of employees.

Inclusive leadership can improve nurses' psychological ownership and reduce their turnover intention under the normalization of COVID-19 prevention

Introduction

The COVID-19 pandemic continues to impact people's lives and professions worldwide. Chinese nurses face immense work pressure under the normalization of COVID-19 prevention and control, resulting in greater turnover intention. It is, therefore, crucial to study the mechanisms that influence the turnover intention of nurses in this situation.

Objective

Many studies have examined the impact of leadership style on nurses' turnover intention; however, few researchers have investigated this influence during the COVID-19 pandemic. Based on the leader-member exchange theory, this study empirically studied the effect of inclusive leadership on turnover intention of nurses under the normalization of COVID-19 prevention and control in China, while assessing the mediating role of psychological ownership.

Design

Cross-sectional study with multi-center data.

Participants

Two thousand, two hundred ninety-nine registered nurses from 17 hospitals in China were recruited from January to March, 2022, under the normalization of COVID-19 prevention and control in China.

Methods

A demographic questionnaire and scales of inclusive leadership, psychological ownership, and turnover intention integrated into an online survey were sent to registered nurses of different hospitals. Maximum likelihood structural equation modeling (ML-SEM) was used to analyze data.

Results

Independent variable inclusive leadership has a significant effect on the overall turnover intention of nurses, p < 0.001. The direct effect path coefficient from inclusive leadership to psychological ownership is significant, p < 0.001. The direct effect path coefficient from psychological ownership to turnover intention is significant, p < 0.001. The indirect effect path coefficient from inclusive leadership to turnover intention is significant, p < 0.001.

Conclusion

Psychological anxiety, burnout, turnover intention, and even suicidal thoughts were the main symptoms of Chinese nurses under the normalization of COVID-19 prevention and control in China. The absence of a mechanism to counteract these negative conditions may ultimately lead to personal psychological distress for nurses and collapse of the healthcare system. Inclusive leadership can improve nurses' psychological ownership level and reduce their turnover intention by treating them fairly, providing them with opportunities for self-development, paying attention to communication with them, and increasing their sense of belonging, self-efficacy, and self-identity.

Job demands-resources theory in times of crises: New propositions

This theoretical paper presents an extended Job Demands–Resources (JD–R) theory aimed at understanding how organizations and their employees can best deal with COVID-19 and other crises in the workplace. The crisis showed that job characteristics alone are insufficient to explain employee health and motivation, i.e., the two focal outcomes of the JD-R theory. Rather, demands and resources of the individual, the family, the job and the organization interact with each other to predict outcomes. Moreover, next to individual regulatory strategies also the regulatory strategies of the family, the leader and organization/team are suggested to modify the impact of demands and resources on outcomes. This was possible by integrating the crisis management literature in JD-R theory. Viewing the crisis from a job design perspective helped us to introduce several new and testable propositions that specify how employee well-being and functioning are impacted by crises and turbulent times.

Plain Language Summary

Organizations have been struggling to find out how their employees are affected by the COVID-19 pandemic and what they can do to support their well-being and improve their functioning during the pandemic and beyond. The well-being and job performance of individual employees are difficult to predict which becomes even more complicated during times of crisis. The Job Demands–Resources theory is a helpful means because it suggests that employee health and motivation are outcomes of two different processes, i.e., the health impairment process and the motivational process. Job demands, such as work pressure and demanding customers, exhaust the energy of employees and consequently diminish their health, whereas job resources, such as autonomy and social support, help employees to deal with the demands and to develop themselves. The pandemic showed that the interplay between demands and resources of the individual, the job, the family and the organization predict outcomes. Moreover, next to individual regulatory strategies also the regulatory strategies of the family, the leader and organization/team are suggested to modify the impact of demands and resources on outcomes. Viewing the crisis from a job design perspective helped us to introduce in the Job Demands–Resources theory several testable propositions that specify how employee well-being and functioning are impacted by crises and turbulent times.

COVID-19 Pandemic Highlights the Importance of Inclusive Leadership in Egyptian Hospitals to Improve Nurses’ Psychological Distress

Background: The pandemic has highlighted the crucial role of nurses in health services. Nurses work at the forefront of the healthcare system, provide infection control training, and help reduce the spread of misinformation about the pandemic. Inclusive leaders create psychological safety that improves motivation and boosts job performance. Aim: To explore the effect of nurse managers’ inclusive leadership style on nurses’ psychological distress during the COVID-19 pandemic in Egyptian hospitals. Method: This was a quasi-experimental study. The study subjects consisted of two groups: managers (171) and staff nurses (1573). The study was conducted in four hospitals (one university hospital, one private hospital, one therapeutic institution, and one health insurance hospital). Three tools were used for collecting data (Inclusive Leader Questionnaire, Nurse Managers’ Knowledge about Inclusive Leadership, and Kessler Psychological Distress Scale). Results: In total, 67.25% of staff nurses perceived their nurse managers as poor inclusive leaders, and only 12.86% perceived them as good inclusive leaders. Regarding nurse managers’ knowledge about inclusive leadership, 76.023% had unsatisfactory knowledge levels before awareness sessions, and only 7.017% had a satisfactory level compared to after awareness sessions, when the majority of them had satisfactory knowledge levels. Furthermore, before awareness sessions, staff nurses experienced mild to moderate psychological distress during the COVID-19 pandemic, and only 8.2% were severe. After awareness sessions, 58.55% of them experienced mild psychological distress, and others became well (25.8%). Conclusions: Nurse managers lack knowledge about inclusive leadership before conducting awareness sessions. The majority of staff nurses perceived their nurse managers as poor inclusive leaders. Satisfactory knowledge levels among nurse managers after awareness sessions improved nurses’ psychological distress. Finally, there were strong, statistically significant positive correlations between inclusive leadership and nurses’ psychological distress.

How Does Inclusive Leadership Curb Workers’ Emotional Exhaustion? The Mediation of Caring Ethical Climate and Psychological Safety

The COVID-19 pandemic has transformed the politics, economy, and society of the world, which has dealt the most severe blow to the hospitality industry. Meanwhile, the pandemic and government control policies have brought high psychological pressure to hospitality front-line employees, resulting in emotional exhaustion. As a part of burnout syndrome, emotional exhaustion poses a threat to employees’ mental health, career sustainability, and well-being. Therefore, the purpose of this paper was to investigate the curb effectiveness of inclusive leadership on emotional exhaustion and to explore the mediation roles of ethical climate and psychological safety between them. Time-lagged data were collected from 65 teams and 358 hospitality front-line employees working in Chinese hotels in two stages with a one-month gap. This research verified that inclusive leadership has a negative impact on emotional exhaustion both indirectly through the mediation roles of ethical climate and psychological safety. And the ethical climate and psychological safety played partial mediation roles between inclusive leadership and emotional exhaustion. In theory, the findings explored the dual mediation mechanism of the inhibitory effect of inclusive leadership on emotional exhaustion. In practice, we provided the training and correct guidance to develop inclusive leadership for hotel enterprises and to resolve the emotional exhaustion of employees, which can enhance sustainability in careers.

Attributes of national governance for an effective response to public health emergencies: Lessons from the response to the COVID-19 pandemic

Background

The Coronavirus Disease 2019 (COVID-19) pandemic takes variable shapes and forms in different regions and countries. This variability is explained by several factors, including the governance of the epidemic. We aimed to identify the key attributes of governance in response to the COVID-19 pandemic and gain lessons for an effective response to public health emergencies.

Methods

We employed a mixed-methods design. We mapped the attributes of governance from well-established governance frameworks. A negative binomial regression was conducted to identify the effect of the established governance measures on the epidemiology of the COVID-19 pandemic. We used publicly available data on COVID-19 cases and deaths in countries around the world. Document review was conducted to identify the key approaches and attributes of governance during the pre-vaccine era of the response to the COVID-19 pandemic. We conducted a thematic analysis to identify key attributes for effective governance.

Results

The established governance measures, including generation of intelligence, strategic direction, regulation, partnership, accountability, transparency, rule of law, control of corruption, responsiveness, effectiveness, efficiency, equity, ethics, and inclusiveness, are necessary but not sufficient to effectively respond to and contain the COVID-19 pandemic. Additional attributes of national governance were identified: 1) agile, adaptive, and transformative governance; 2) collective (collaborative, inclusive, cooperative, accountable, and transparent) governance; 3) multi-level governance; 4) smart and ethical governance: sensible, pragmatic, evidence-based, political, learner, and ethical.

Conclusions

The current governance frameworks and their attributes are not adequate to contain the COVID-19 pandemic. We argue that countries need agile, adaptable, and transformational, collaborative, multi-level, smart and ethical governance to effectively respond to emerging and re-emerging public health threats. In addition, an effective response to public health emergencies depends not only on national governance but also on global governance. Hence, global health governance should be urgently renewed through a paradigm shift towards universal health coverage and health security to all populations and in all countries. This requires enhanced and consistent global health diplomacy based on knowledge, solidarity, and negotiation.

Perceptions of Safety and Stress Among Health Professionals: The Role of Care Unit Identification as a Protective Factor During the COVID-19 Pandemic

The present study aimed to investigate the role of motivational process and coping resources in health professionals during the COVID-19 emergency examining the role of Care Unit Identification and safety climate perception as resources that can help nurses to cope with stressors. A cross-sectional research design was used and 218 nurses completed a self-report questionnaire measuring: Perception of safety, Care Unit identification, Work Engagement, Psychological Distress, and Burnout. Results revealed that Work Engagement was significantly related with Burnout (b = -0.209, 95%CI [-0.309; -0.109]) and Distress (b = -0.355, 95%CI [-0.529; -0.18]) especially when the Care Unit identification is high (b = -0.303, 95%CI [-0.448; -0.157] and b = -0.523, 95%CI [-0.772; -0.275], respectively). The safety perception was positively related to Work Engagement (b = 0.315, 95%CI [0.198; 0.433]) and had an indirect effect on psychological Distress (b = -0.112, 95%CI [-0.181; -0.042]) and Burnout (b = -0.066, 95%CI [-0.105; -0.027]). High levels of both Care Unit identification and perception of safety, along with personal work engagement, appear to protect nurses from burnout and psychological distress. Findings suggest that the effort to improve teamwork identification and ensures an adequate degree of perceived safety for healthcare professionals need to be maintained and reinforced as they positively impact nurses' wellbeing.

New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19-Trends in Leadership Research

The COVID-19 pandemic has resulted in unprecedented challenges for society. The effects on organizations have been drastic and such tough times have demanded new organizational solutions as well as strong and new forms of organizational leadership. Leadership scholars have accelerated their research efforts in the quest to identify what is needed to lead in these uncertain times. In this paper, we adopt a bibliometric review to unravel the emerging trends in leadership research in the wake of the COVID-19 pandemic, and in doing so, identify commonalities and divergences in these themes with respect to leadership approaches and assess potential avenues for future research. The findings reveal that research on the topic has emerged along six main clusters: (1) leadership and employee health during pandemic times, (2) public leadership, (3) leadership in health care, (4) leadership and diversity, (5) educational leadership, and (6) leadership and persuasive communication. The findings reveal that across these clusters, the pandemic has sparked research on leadership approaches that deal with change and uncertainty as well as those that are less hierarchical and person centered in nature. We also notice a novel attention to context. Rather than “new kids on the block,” these trends are largely continuations of established leadership theories and approaches that see their particular importance increase in this unprecedented situation. Finally, we outline some distinct avenues for further research with regard to leadership in COVID-19 times.

Chinese nurses' innovation capacity: The influence of inclusive leadership, empowering leadership and psychological empowerment

AIM

To explore the relationships between inclusive leadership, empowering leadership, nurses' perceived psychological empowerment and nurses' innovation capacity.

BACKGROUND

Innovation capacity is essential for nurses to adapt to the changing healthcare environment. However, the current knowledge of nurses' innovation capacity and its' relationships between inclusive leadership, empowering leadership and psychological empowerment is limited.

METHODS

A cross-sectional survey using a convenience sample was conducted among 1355 nurses in ten hospitals in Tianjin, China. The data was analyzed by correlation analysis, univariate analysis and PROCESS macro.

RESULTS

High inclusive leadership, empowering leadership and high psychological empowerment were associated with high innovation capacity. The total effect of inclusive leadership and empowering leadership on innovation capacity through psychological empowerment was significant, with their indirect effects accounting for 69.19% and 61.29% of the total effect respectively.

CONCLUSIONS

To cultivate nurses' innovation capacity, the development of inclusive leadership, empowering leadership and psychological empowerment is important.

IMPLICATIONS FOR NURSING MANAGEMENT

This research highlights the importance of inclusive leadership and empowering leadership to foster nurses' innovation capacity. Understanding the mediating role of psychological empowerment is expected to help nurse managers develop relevant intervention strategies to cultivate nurses' innovation capacity.

Does Servant Leadership Control Psychological Distress in Crisis? Moderation and Mediation Mechanism

Purpose

This study aims to investigate the impact of servant leadership on the psychological distress of healthcare staff during the Covid-19 crisis. The authors propose that work engagement mediates and mindfulness moderates the direct relationship between servant leadership and psychological distress.

Methods

Time-lagged data were collected from 277 healthcare staff working at different hospitals in Pakistan. Process Macro version 3.1 on SPSS 23 was used for statistical analysis. For model fitness, we used AMOS V 22.

Results

The results show that servant leadership is negatively related to psychological distress. Furthermore, work engagement mediates the relationship between servant leadership and psychological distress. Moreover, mindfulness is anticipated to moderate the direct relationship between servant leadership and psychological distress, drawing on the social exchange and conservation of resources theory.

Discussion

This study finds that servant leadership is vital for the mental health of healthcare staff. Thus, it extends the utility of the concept of servant leadership to the psychology and crisis management literature.

A Literature Review of the COVID-19 Pandemic’s Effect on Sustainable HRM

The ramifications of the COVID-19 pandemic continue to emerge across all facets of the world of work, including the field of human resource management (HRM). Sustainable HRM, drawing on the triple bottom line elements of the economic, environmental and social pillars of sustainability, provides an ideal basis from which to understand the intersection of the COVID-19 pandemic and HRM. In this systematic literature review, we analyze peer reviewed articles published in the nexus of the pandemic and sustainable HRM, identifying the dimensions and extent of research in this topical area of study. Our CEDEL model—complicator–exposer–disruptor–enabler–legitimizer—conceptualizes our understanding of the role of COVID-19 in sustainable HRM. This paper provides a framework from which future studies can benefit when investigating the impacts of COVID-19, and a comprehensive identification of future research avenues.

Multilevel analysis of resonant leadership and subordinate's work performance during COVID-19: a study of the indian software industry

This study examined the multilevel model that explains how the interaction effect of resonant leadership and gender identity influences proposed outcomes through the mediating role of psychological capital. We performed a multilevel analysis by conducting an online survey using multisource data from the 104 team/project leaders and 527 team members of nine major Indian IT companies. The results demonstrated that psychological capital positively and significantly mediated the relationship between resonant leadership and work performance. The mediation role was stronger when androgynous identity attenuated the relationship between resonant leadership and psychological capital at a higher level. The study adds a unique lens to the literature of resonant leadership and proposes outcomes by validating it through the hierarchical linear modelling principle and efficient statistical procedures. This is the first study to empirically confirm the multilevel moderation mediation process wherein psychological capital mediates the relationship between resonant leadership and work performance, subject to the leader's androgynous identity level.

Supportive Leadership and Post-Adoption Use of MOOCs

Educational institutions face significant challenges in extracting interest from their investments in massive open online courses (MOOCs). This study examined the impact of supportive leadership style on university employees' continued use of MOOCs and assessed the mediating role of their innovative work behavior. It uses a multi-theory perspective as opposed to the majority of past studies that use singular theoretical perspectives and extends the information system continuance (ISC) model with the leadership concept. Researchers collected multi-source dyadic data for this cross-sectional study from 632 employees and 316 supervisors from 19 Chinese universities. Data were analyzed using structural equation modeling with partial least squares through SmartPLS 3.2.9. Results indicate supportive leadership influences employees' innovative behavior, which mediates between supportive leadership and employees' satisfaction, perceived usefulness, and intention to continue using MOOCs.

Delivering Covid-19 research during the UK pandemic: Experiences of a local research taskforce

AIM

During the COVID-19 pandemic in the UK, clinical research nurses had to work in new ways and under significant pressure to generate evidence for the developing health crisis. Research nurse support needs, personal and professional challenges have not been explored. This study addresses that gap, generating learning for continued support and development of the research nurse specialty and its ability to respond to public health priorities.

DESIGN

We employed a qualitative exploratory approach through online open-ended interviews to explore research nurses' experiences of delivering research during the pandemic using principles of Grounded Theory.

METHODS

Fifteen research nurses in the local research taskforce were identified through purposive sampling. Qualitative interviews were conducted online between November 2020 and January 2021 and analysed using the principles of constructivist grounded theory.

RESULTS

Three themes of adapting to uncertainty, inclusive leadership and finding validity in the stretch zone were generated in the analysis.

CONCLUSION

A model of inclusive leadership and support can facilitate high-functioning performance in a research team, supporting a rapid, confident and efficient response to research needs.

IMPACT

Research nurses, a previously invisible workforce, have proved critical to the pandemic response. This study explores the experiences of a team of redeployed research nurses and develops a theory of their experience as they were undertaking the rapid delivery of urgent public health studies during COVID-19. What was found was a process of adaptation and resilience through collaborative teamwork, a strong sense of purpose and role validation enabled by an inclusive leadership style. This work will drive future development of a model of research nursing with a focus on collaboration between research and clinical colleagues.

Abusive leadership, psychological well-being, and intention to quit during the COVID-19 pandemic: a moderated mediation analysis among Quebec's healthcare system workers

Purpose

To examine the effects from work-organization conditions, abusive leadership, and their interaction on Quebec healthcare system workers’ psychological well-being and intention to quit during the COVID-19 pandemic.

Methods

Mediation and moderated mediation analyses were performed using MPlus software on a sample of 921 Quebec healthcare system workers.

Results

Skill utilization, decision authority, social support from co-workers and supervisors, and recognition were associated directly and positively with psychological well-being, while psychological and physical demands were associated directly and negatively with psychological well-being. Skill utilization, irregular work schedule, and recognition were associated directly and negatively with intention to quit, while psychological demands were associated directly and positively with intention to quit. Moreover, the results demonstrated that abusive leadership attenuated the effects from recognition and decision authority on psychological well-being (moderation effects), contributing to greater intention to quit among workers (moderated mediation effects).

Conclusions

The obtained results underline the importance of work-organization conditions and leadership style on healthcare system workers’ psychological health and their intention to quit their jobs during a pandemic. In particular, and given their key role, leaders/managers must be sensitized concerning leadership style and its possible effects on their employees’ psychological well-being and intention to quit. Therefore, training programs should be offered to leaders/managers to prevent adoption of abusive leadership styles.

Supplementary Information

The online version contains supplementary material available at 10.1007/s00420-021-01790-z.

The Show Must Go On

Abstract. By disrupting routines at work, the Covid-19 pandemic may have undermined the extent and effectiveness of health-oriented leadership (HoL) in terms of staff-care and self-care. In a survey with two measurement points in the spring of 2020 ( Nt1=264; Nt2=123), we examined whether the stronger the crisis the lower HoL is, while becoming more effective in terms of follower health. Crisis severity turned out to be indirectly related to exhaustion via staff-care and self-care. Staff-care was more effective for follower health the stronger the crisis was. The results were largely supported in a subsample when exhaustion was measured 1 week later. Moreover, the Covid-19 pandemic was indirectly related to crisis severity via hindrance stressors. Findings underline that staff-care was jeopardized but gained in importance during the pandemic. By displaying staff-care, leaders can buffer negative crisis effects on followers. Organizations should strengthen HoL to protect the health of both leaders and followers during crises.

Health-Care Professionals Amid the COVID-19 Pandemic: How Emotional Intelligence May Enhance Work Performance Traversing the Mediating Role of Work Engagement

Upon the eruption of COVID-19, frontline health-care workers confronted substantial workload and stress along with braving additional difficulties when performing at work. The main aim of this research was to assess the mediating role of work engagement in the direct impact of emotional intelligence on health-care professionals' work performance. A cross-sectional study was conducted in several Spanish hospitals during the second half of 2020. A total of 1549 health-care workers (62.1% women; mean age 36.51 years) filled the Wong and Law Emotional Intelligence Scale, the Utrecht Work Engagement Scale and the Individual Work Performance Questionnaire. Our findings demonstrated that work engagement plays a mediating effect between emotional intelligence and work performance, even when accounting for sociodemographic variables. Indeed, among the three constructs of engagement, vigor dimension (a1b1 = 0.09; CI: 0.06; 0.12; p < 0.01) emerges over dedication (a2b2 = 0.083; CI = 0.05, 0.1; p < 0.01) and absorption (a3b3 = 0.047; CI = 0.02, 0.07; p < 0.01) as the most decisive one. Herewith, it is apparent that professionals with a higher self-perception of emotional intelligence report stronger levels of engagement, thereby leading to greater performance overall. The present work evinces the necessity for proactively developing the emotional competencies of the health-care workforce, especially in high-emotional demand contexts.

Public Health and Health Sector Crisis Leadership During Pandemics: A Review of the Medical and Business Literature

The global scale and unpredictable nature of the current COVID-19 pandemic have put a significant burden on health care and public health leaders, for whom preparedness plans and evidence-based guidelines have proven insufficient to guide actions. This article presents a review of empirical articles on the topics of "crisis leadership" and "pandemic" across medical and business databases between 2003 (since SARS) and-December 2020 and has identified 35 articles for detailed analyses. We use the articles' evidence on leadership behaviors and skills that have been key to pandemic responses to characterize the types of leadership competencies commonly exhibited in a pandemic context. Task-oriented competencies, including preparing and planning, establishing collaborations, and conducting crisis communication, received the most attention. However, people-oriented and adaptive-oriented competencies were as fundamental in overcoming the structural, political, and cultural contexts unique to pandemics.

Practical strategies and the need for psychological support: recommendations from nurses working in hospitals during the COVID-19 pandemic

PURPOSE

Nurses working during the coronavirus disease 2019 (COVID-19) pandemic have reported elevated levels of anxiety, burnout and sleep disruption. Hospital administrators are in a unique position to mitigate or exacerbate stressful working conditions. The goal of this study was to capture the recommendations of nurses providing frontline care during the pandemic.

DESIGN/METHODOLOGY/APPROACH

Semi-structured interviews were conducted during the first wave of the COVID-19 pandemic, with 36 nurses living in Canada and working in Canada or the United States.

FINDINGS

The following recommendations were identified from reflexive thematic analysis of interview transcripts: (1) The nurses emphasized the need for a leadership style that embodied visibility, availability and careful planning. (2) Information overload contributed to stress, and participants appealed for clear, consistent and transparent communication. (3) A more resilient healthcare supply chain was required to safeguard the distribution of equipment, supplies and medications. (4) Clear communication of policies related to sick leave, pay equity and workload was necessary. (5) Equity should be considered, particularly with regard to redeployment. (6) Nurses wanted psychological support offered by trusted providers, managers and peers.

PRACTICAL IMPLICATIONS

Over-reliance on employee assistance programmes and other individualized approaches to virtual care were not well-received. An integrative systems-based approach is needed to address the multifaceted mental health outcomes and reduce the deleterious impact of the COVID-19 pandemic on the nursing workforce.

ORIGINALITY/VALUE

Results of this study capture the recommendations made by nurses during in-depth interviews conducted early in the COVID-19 pandemic.

The Inter-Relationship between CSR, Inclusive Leadership and Employee Creativity: A Case of the Banking Sector

The stiff situation of competitiveness in every industry has posed some serious challenges for businesses all over the world. Thus, every segment of the business is realizing the importance of creativity to remain alive in a cut-throat competitive environment. However, the banking sector has not received due attention in this regard. To bridge this gap, the current study was carried out to explore the relationship of employees’ perception of corporate social responsibility (CSR) of their bank and employee creativity with the mediating effect of inclusive leadership (IL). The data for the current study were collected from the banking sector of Pakistan through a self-administered questionnaire (n = 533) and were analyzed by using structural equation modeling (SEM) in AMOS. The statistical findings of the current survey validate the direct relationship between CSR and employee creativity. The results also confirm the mediating effect of IL in this relationship. The findings of the current survey will help policymakers from banking institutions to improve their understanding of CSR. Furthermore, these findings will help policymakers to embrace employee creativity as a “new normal” for this sector.

Translating 6 key insights from research on leadership and management in times of crisis

Background

Certain leadership behaviours are particularly helpful for healthcare teams remain effective through crisis situations, such as the Covid-19 pandemic. This paper summarizes evidence-based insights based on their importance and prevalence in the crisis leadership literature to provide recommendations that apply to medical team leaders broadly construed. We recommend that leaders adopt these behaviours in conditions of intense difficulty, uncertainty, as well as physical and psychological peril.

Results

We draw from research on workplace resilience, as well as leadership literature (ie, team leadership, transformational leadership, shared leadership, and crisis leadership) to provide six key insights along with evidence and practical guidance for healthcare leaders to help their teams in the midst of a crisis: (1) remain optimistic when communicating a vision, (2) adapt to the changing situation by deferring to team members’ expertise, (3) support organizational resilience by providing relational resources, (4) be present to signal commitment, (5) be empathetic to help prevent burnout, and (6) be transparent in order to remain trustworthy.

Is career adaptability a double-edged sword? The impact of work social support and career adaptability on turnover intentions during the COVID-19 pandemic

During the COVID-19 pandemic, many hospitality organizations are trying to help their employees overcome various challenges. Career adaptability has proven to be useful in helping employees handle challenges, while proactive personality is a critical factor affecting the formation of career adaptability. However, career adaptability can be a double-edged sword, and it is unclear how it may impact employees' turnover intentions. Drawing on social exchange theory, the current study reconciles mixed findings in the literature by proposing a moderated mediation model suggesting that work social support moderates the indirect relationship between proactive personality and turnover intentions through career adaptability. Results based on data collected from 339 hotel employees in the United States indicate that proactive personality is positively associated with employees' career adaptability. More importantly, work social support significantly moderates the relationship between career adaptability and turnover intentions. Theoretical and managerial implications are discussed.

A Scoping Review of Psychosocial Risks to Health Workers during the Covid-19 Pandemic

The Covid-19 pandemic has exposed health workers to a diverse set of hazards impacting their physical, psychological and social wellbeing. This review aims to provide an overview of the categories of the psychosocial risk factors and hazards affecting HCWs during the Covid-19 pandemic and the recommendations for prevention. We used the scoping review methodology to collate categories of psychosocial risks, the related health outcomes, interventions, and data gaps. The review was conducted on global peer-reviewed academic and authoritative grey literature, published between 1. January-26. October 2020; in total, 220 articles were included into the review and the subsequent analysis. Analysis of the extracted data found PSRs related to four sources: personal protective equipment (PPE), job content, work organisation, and social context. is. Women health workers and nurses reported worst health outcomes. Majority of the research to date concerns health workers in secondary care, while data on psychosocial risks at primary and community-based settings are scarce. However, the emerging research implies that the pandemic creates psychosocial risks also to non-clinical health workers. The intervention and mitigation measures address individual and organisational levels. Preventative and mitigating measures for social and societal risks-such as staff shortages, intersecting inequalities, and financial stressors require further research.

Work Engagement in Nurses during the Covid-19 Pandemic: A Cross-Sectional Study

In some areas of Spain, health services and professionals working in the front line against the Sars-Cov-2 virus have been widely overwhelmed at all levels. Therefore, the objective of this study was to assess the level of work engagement of Spanish nurses during the COVID-19 pandemic. A cross-sectional study was carried out. The sample consisted of 510 active nurses from all over Spain, without age exclusion, who voluntarily accepted to participate in the study. Work engagement was assessed with the 9-item Utrecht Work Engagement Scale (UWES) questionnaire, through an online questionnaire and non-probabilistic snowball sampling. The results showed a mean age of 45.9 years (SD = 10.7 years), most of them women (78.1%), and 58.5% were in primary care. The mean score for the UWES-9 questionnaire was 4.6 points (SD = 1.35). The categorical regression analysis performed revealed an R2 value of 0.75 and a significance of p < 0.01 in the sex, type of unit, and training variables. The Spanish nurses in the sample present high levels of work engagement in all dimensions in general, although the lowest mean scores are found in the vigor dimension, among men, and nurses working in hospital and critical units.

Factors Associated With Psychological Distress in Health-Care Workers During an Infectious Disease Outbreak: A Rapid Systematic Review of the Evidence

Objective: Health-care workers (HCW) are at risk for psychological distress during an infectious disease outbreak, such as the coronavirus pandemic, due to the demands of dealing with a public health emergency. This rapid systematic review examined the factors associated with psychological distress among HCW during an outbreak. Method: We systematically reviewed literature on the factors associated with psychological distress (demographic characteristics, occupational, social, psychological, and infection-related factors) in HCW during an outbreak (COVID-19, SARS, MERS, H1N1, H7N9, and Ebola). Four electronic databases were searched (2000 to 15 November 2020) for relevant peer-reviewed research according to a pre-registered protocol. A narrative synthesis was conducted to identify fixed, modifiable, and infection-related factors linked to distress and psychiatric morbidity. Results: From the 4,621 records identified, 138 with data from 143,246 HCW in 139 studies were included. All but two studies were cross-sectional. The majority of the studies were conducted during COVID-19 (k = 107, N = 34,334) and SARS (k = 21, N = 18,096). Consistent evidence indicated that being female, a nurse, experiencing stigma, maladaptive coping, having contact or risk of contact with infected patients, and experiencing quarantine, were risk factors for psychological distress among HCW. Personal and organizational social support, perceiving control, positive work attitudes, sufficient information about the outbreak and proper protection, training, and resources, were associated with less psychological distress. Conclusions: This review highlights the key factors to the identify HCW who are most at risk for psychological distress during an outbreak and modifying factors to reduce distress and improve resilience. Recommendations are that HCW at risk for increased distress receive early interventions and ongoing monitoring because there is evidence that HCW distress can persist for up to 3 years after an outbreak. Further research needs to track the associations of risk and resilience factors with distress over time and the extent to which certain factors are inter-related and contribute to sustained or transient distress.

How to Reduce Mental Health Burden in Health Care Workers During COVID-19?-A Scoping Review of Guideline Recommendations

The COVID-19 pandemic has posed an unprecedented demand and a huge burden for healthcare workers (HCWs) worldwide, with alarming reports of heightened mental health problems. To counteract these mental health challenges, guidelines and recommendations for the support of HCWs during the COVID-19 pandemic have been published. With this scoping review and guideline evaluation, we aim to provide a critical overview of these guidelines and recommendations and to guide policy makers in establishing respective surveillance and care programs. In summary, 41 articles were included in this review which were published between April 2020 and May 2021. Across all articles, the guidelines and recommendations could be clustered into four main categories: "Social/structural support," "Work environment," "Communication/Information," "Mental health support." Although there was substantial agreement across articles about the recommendations given, empirical evidence on the effectiveness of these recommendations is still lacking. Moreover, most recommendations were developed without involving different members of the target group (HCWs) or other involved stakeholders. Strategies to detect potential barriers and to implement these guidelines in clinical practice are lacking.

[Update on COVID-19 and mental health]

Severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) is the etiological agent of the coronavirus 2019 (COVID-19) disease, which has caused a pandemic in 2020. This healthcare crisis has had a significant repercussion on the mental health of people who have had the disease itself, those who have undergone restrictive lockdowns, and healthcare professionals who have been working directly or indirectly in patient care. Although the pathological mechanisms related to neuropsychiatric manifestations in patients with COVID-19 are currently unknown, different methods of action through which the central nervous system could be affected have been proposed, including direct or indirect methods. Among them, inflammatory activation through what is known as a "cytokine storm," which is present in both COVID-19 and some mental disorders, seems to play a fundamental role. We also analyze the effects the pandemic has had on the general population, which has had to be remain in lockdown, as well as on healthcare professionals who have been working.