Open AccessApplying Situational Leadership to Redeployment Duties During COVID-19: Lessons Learned
Author(s) -
Jeannine aillada,
Rob Armstrong Martin
Publication year - 2022
Publication title -
quality management in health care
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.401
H-Index - 34
eISSN - 1550-5154
pISSN - 1063-8628
DOI - 10.1097/qmh.0000000000000350
Subject(s) - feeling , situational ethics , pandemic , situation awareness , nursing , health care , psychology , covid-19 , personal protective equipment , value (mathematics) , situational leadership theory , medical education , medicine , leadership style , political science , leadership studies , disease , social psychology , pathology , machine learning , law , infectious disease (medical specialty) , computer science , engineering , aerospace engineering
In March 2020, the coronavirus disease-2019 (COVID-19) pandemic caused many disruptions to usual operations and demands in excess of normal capacity at NYU Langone Hospital Long Island and NYU Long Island School of Medicine. Significant increases in volume of critically ill patients necessitated hospital administrators to redeploy faculty physicians and other staff to support other areas as a way of exercising option value. This commentary describes our experiences as 2 medical school deans and teaching professors where we recently applied the model of situational leadership during our redeployment as unit clerks on newly-created COVID patient care units at the height of the COVID-19 pandemic in our local area. Our experience yielded personal feelings of accomplishment and allowed us to exercise nonlinear thinking, which we believe contributed to greater staff operational efficiency, using principles of situational leadership during these hospital redeployment initiatives.