An investigation into managerial support for the psychological wellbeing of national health service doctors during the Covid‐19 pandemic: A cross sectional study

AIM: This study investigates the psychological wellbeing of United Kingdom National Health Service doctors during the Covid‐19 pandemic and evaluates how they have been supported managerially. METHOD: A mixed‐method sequential study design of online surveys and semi‐structured interviews was employed between July‐August 2020, with a response rate of 273/300 and 4/4 respectively. The Warwick‐Edinburgh Mental Wellbeing Scale (WEMWBS) and Health and Safety Executive Management Standards (HSE MS) were used as measuring tools. The Jobs Demands Resource (JD‐R) model and its relation to psychological wellbeing was determined. Survey findings informed semi‐structured interviews, coded using thematic analysis. RESULTS: Overall mean WEMWBS, 43.2 (SD = 9.44), was low as was mean managerial support, 2.38 (SD = 0.78). Overall mean clinical demand score was high (2.6 on reverse scale). First year female trainee respondents from frontline specialties were found to have low psychological wellbeing scores. Key correlations were found between high managerial support, low clinical demands and low psychological wellbeing (r > 0.6). Core themes emerged: (1) breakdown of leadership, (2) vulnerability of wellbeing without support, (3) suboptimal navigation through change and (4) poor physical and human resource management. CONCLUSION: Maintaining the psychological wellbeing of doctors requires physical and psychological resources to meet clinical demands and the enhancement of fundamental managerial principles of control, communication, change management and leadership through adversity.