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The experience of nursing leadership in a crisis: A hermeneutic phenomenological study
Author(s) -
Freysteinson Wyona M.,
Celia Tania,
Gilroy Heidi,
Gonzalez Kimberly
Publication year - 2021
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1111/jonm.13310
Subject(s) - phenomenology (philosophy) , embodied cognition , nursing , pandemic , health care , nursing management , psychology , transformational leadership , public health , value (mathematics) , crisis intervention , public relations , sociology , covid-19 , medicine , political science , social psychology , disease , epistemology , philosophy , pathology , machine learning , computer science , infectious disease (medical specialty) , law
Abstract Aim This study aimed to understand nursing leaders' experience during the pandemic. Background COVID‐19 is a public health crisis that affects every nation in the world. Methods Purposeful sampling was used to recruit 28 leaders in a large health care system. Data were collected via semi‐structured audiotaped interviews. Results were analysed using hermeneutic phenomenology. Results The structure in which leaders worked was described as: from the day‐to‐day grind to derailment and from manning the hospital to manning the frontlines. Five phenomenological themes were as follows: embodied leadership, navigating differently, trusting and earning trust, being the calm voice and envisioning the future. Conclusion Disaster policies and procedures are needed that will alleviate leadership angst, maximize nursing resources, heighten trust and enhance communications. Implications for Nursing Management In 2020, we witnessed a previously inconceivable media and public focus on the value of nursing care. Leaders can use this pivotal moment in time as a catalyst towards securing the support needed in planning for the next pandemic.