Open Access‘Surviving to thriving’: Leading health professions’ education through change, crisis & uncertainty
Author(s) -
Judy McKimm,
Subha Ramani,
Vishna Devi Nadarajah
Publication year - 2021
Publication title -
the asia pacific scholar
Language(s) - English
Resource type - Journals
eISSN - 2424-9335
pISSN - 2424-9270
DOI - 10.29060/taps.2021-6-3/oa2385
Subject(s) - thriving , intrapersonal communication , followership , public relations , leadership style , interpersonal communication , political science , leader development , closure (psychology) , shared leadership , educational leadership , sociology , psychology , social psychology , pedagogy , social science , law
The COVID-19 pandemic has caused huge change and uncertainty for universities, faculty, and students around the world. For many health professions’ education (HPE) leaders, the pandemic has caused unforeseen crises, such as closure of campuses, uncertainty over student numbers and finances and an almost overnight shift to online learning and assessment. Methods: In this article, we explore a range of leadership approaches, some of which are more applicable to times of crisis, and others which will be required to take forward a vision for an uncertain future. We focus on leadership and change, crisis and uncertainty, conceptualising ‘leadership’ as comprising the three interrelated elements of leadership, management and followership. These elements operate at various levels – intrapersonal, interpersonal, organisational and global systems levels. Results: Effective leaders are often seen as being able to thrive in times of crisis – the traditional ‘hero leader’ – however, leadership in rapidly changing, complex and uncertain situations needs to be much more nuanced, adaptive and flexible.Conclusion: From the many leadership theories and approaches available, we suggest some specific approaches that leaders might choose in order to work with their teams and organisations through these rapidly changing and challenging times.