Health-care leaders use of LEADS framework during the pandemic
Recent research shows use of LEADS framework had a positive impact in health-care throughout COVID-19.
Throughout the past few years, hospitals and health-care centres have had to consistently adapt to the changes brought by the COVID-19 pandemic while still providing the same level of service that has always been expected. A lot of the time, there would be a new update everyday that health-care leaders had to manage among themselves and their team.
This expectation increased the stress on the health-care leaders everywhere. They were constantly managing change, solving problems, and making rapid decisions in reacting and adjusting to this crisis, all the while still influencing others to continue to achieve goals.
A recent study by researchers, one of which is McMaster University’s School of Nursing Associate Professor, Pamela Baxter, found that the LEADS framework had immensely helped health-care leaders during this time. The LEADS framework highlights five domains; Lead self, Engage others, Achieve results, Develop coalitions, and Systems transformation. The study found that while all pieces of the LEADS framework were applicable, engaging with others and developing coalitions were two of the more prominent domains for health-care leaders.
Participants of the study recognized the importance of communication and listening skills during this time as well as the need to encourage the exchange of ideas among both leaders and followers. This exchange appeared to create an environment of motivation and hope, during a time when these things seemed lost. Building trust within diverse groups and promoting partnerships impacted leaders positively as it allowed them to network and hear other perspectives. This has created relationships that will only continue to improve the health-care system.
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