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Enabling Transformational Leadership to Foster Disaster-Resilient Hospitals

Hospitals’ operational performance during disasters varies from failing, to being responsive and resilient, to dealing with disruption and surprise. Transformational leaders enable continuously learning hospitals that are resilient in the face of disasters by adapting regeneratively and evolving bey...

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Detalles Bibliográficos
Autores principales: Mohtady Ali, Heba, Ranse, Jamie, Roiko, Anne, Desha, Cheryl
Formato: Online Artículo Texto
Lenguaje:English
Publicado: MDPI 2023
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9916329/
https://www.ncbi.nlm.nih.gov/pubmed/36767388
http://dx.doi.org/10.3390/ijerph20032022
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author Mohtady Ali, Heba
Ranse, Jamie
Roiko, Anne
Desha, Cheryl
author_facet Mohtady Ali, Heba
Ranse, Jamie
Roiko, Anne
Desha, Cheryl
author_sort Mohtady Ali, Heba
collection PubMed
description Hospitals’ operational performance during disasters varies from failing, to being responsive and resilient, to dealing with disruption and surprise. Transformational leaders enable continuously learning hospitals that are resilient in the face of disasters by adapting regeneratively and evolving beyond undertaking conventional lesson-learning after each disaster. However, learning from successful transformational leaders in healthcare is still ad hoc with a lack of guidance on how to develop such leaders. Hence, this study sought to identify key competencies of transformational leaders by exploring hospital leaders’ actions in dealing with disasters, considering the disaster cycle of prevention, preparedness, response, and recovery (PPRR). A qualitative case-study design was adopted comprising in-depth semi-structured interviews with twelve senior hospital staff with operational leadership experience with disasters. Three significant categories (themes) and seven key component competencies (sub-themes, in brackets) of transformational leaders were revealed through the analysis of transcripts: (1) ‘Governance and leadership’ (‘transformative agency’ and ‘decisive accountability’); (2) ‘Planning and risk assessment’ (‘risk navigation’, ‘disaster attunement’, and ‘planning agility’); and (3) ‘Communication and network engagement’ (‘communication accelerator’ and ‘collaboration innovator’). The authors propose a transformational leadership model for hospital disaster resilience and an assessment checklist for leaders’ self-reflection to support hospitals in their transition to resilient operations.
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spelling pubmed-99163292023-02-11 Enabling Transformational Leadership to Foster Disaster-Resilient Hospitals Mohtady Ali, Heba Ranse, Jamie Roiko, Anne Desha, Cheryl Int J Environ Res Public Health Article Hospitals’ operational performance during disasters varies from failing, to being responsive and resilient, to dealing with disruption and surprise. Transformational leaders enable continuously learning hospitals that are resilient in the face of disasters by adapting regeneratively and evolving beyond undertaking conventional lesson-learning after each disaster. However, learning from successful transformational leaders in healthcare is still ad hoc with a lack of guidance on how to develop such leaders. Hence, this study sought to identify key competencies of transformational leaders by exploring hospital leaders’ actions in dealing with disasters, considering the disaster cycle of prevention, preparedness, response, and recovery (PPRR). A qualitative case-study design was adopted comprising in-depth semi-structured interviews with twelve senior hospital staff with operational leadership experience with disasters. Three significant categories (themes) and seven key component competencies (sub-themes, in brackets) of transformational leaders were revealed through the analysis of transcripts: (1) ‘Governance and leadership’ (‘transformative agency’ and ‘decisive accountability’); (2) ‘Planning and risk assessment’ (‘risk navigation’, ‘disaster attunement’, and ‘planning agility’); and (3) ‘Communication and network engagement’ (‘communication accelerator’ and ‘collaboration innovator’). The authors propose a transformational leadership model for hospital disaster resilience and an assessment checklist for leaders’ self-reflection to support hospitals in their transition to resilient operations. MDPI 2023-01-22 /pmc/articles/PMC9916329/ /pubmed/36767388 http://dx.doi.org/10.3390/ijerph20032022 Text en © 2023 by the authors. https://creativecommons.org/licenses/by/4.0/Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
spellingShingle Article
Mohtady Ali, Heba
Ranse, Jamie
Roiko, Anne
Desha, Cheryl
Enabling Transformational Leadership to Foster Disaster-Resilient Hospitals
title Enabling Transformational Leadership to Foster Disaster-Resilient Hospitals
title_full Enabling Transformational Leadership to Foster Disaster-Resilient Hospitals
title_fullStr Enabling Transformational Leadership to Foster Disaster-Resilient Hospitals
title_full_unstemmed Enabling Transformational Leadership to Foster Disaster-Resilient Hospitals
title_short Enabling Transformational Leadership to Foster Disaster-Resilient Hospitals
title_sort enabling transformational leadership to foster disaster-resilient hospitals
topic Article
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9916329/
https://www.ncbi.nlm.nih.gov/pubmed/36767388
http://dx.doi.org/10.3390/ijerph20032022
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