Who Is Responsible for Nurse Wellbeing in a Crisis? A Single Centre Perspective

Background: Leadership during the COVID-19 pandemic often manifested as a command-and-control style of leadership which had detrimental emotional impacts on staff, particularly the nursing workforce. Leadership can have detrimental effects on staff wellbeing, or it can greatly boost their ability to...

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Published in:Psych
Main Authors: Luke Hughes, Anika Petrella, Lorna A. Fern, Rachel M. Taylor
Format: Article
Language:English
Published: MDPI AG 2023-06-01
Subjects:
Online Access:https://www.mdpi.com/2624-8611/5/3/41
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author Luke Hughes
Anika Petrella
Lorna A. Fern
Rachel M. Taylor
author_facet Luke Hughes
Anika Petrella
Lorna A. Fern
Rachel M. Taylor
author_sort Luke Hughes
collection DOAJ
container_title Psych
description Background: Leadership during the COVID-19 pandemic often manifested as a command-and-control style of leadership which had detrimental emotional impacts on staff, particularly the nursing workforce. Leadership can have detrimental effects on staff wellbeing, or it can greatly boost their ability to handle a crisis. We sought to explore the interrelationship between leadership and nurses’ wellbeing in an inner-city university hospital during the initial wave of the pandemic. Methods: We conducted secondary analyses of interview data collected during a hospital-wide evaluation of barriers and facilitators to changes implemented to support the surge of COVID-19 related admissions during wave one. Data were collected through semi-structured video interviews during May–July 2020. Interviews were analysed using Framework analysis. Results: Thirty-one nurses participated, including matrons (<i>n</i> = 7), sisters (<i>n</i> = 8), and specialist nursing roles (<i>n</i> = 16). Three overarching themes were identified: the impact on nurses, personal factors, and organisational factors. The impact on nurses manifested as distress and fatigue. Coping and help-seeking behaviours were found to be the two personal factors which underpinned nurses’ wellbeing. The organisational factors that impacted nurses’ wellbeing included decision-making, duty, and teamwork. Conclusions: The wellbeing of the workforce is pivotal to the health service, and it is mutually beneficial for patients, staff, and leaders. Addressing how beliefs and misconceptions around wellbeing are communicated and accessing psychological support are key priorities to supporting nurses during pandemics.
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spelling doaj-art-6a0c74f8d8a64d9d8fc12eaac9650daa2025-08-19T22:40:04ZengMDPI AGPsych2624-86112023-06-015365066110.3390/psych5030041Who Is Responsible for Nurse Wellbeing in a Crisis? A Single Centre PerspectiveLuke Hughes0Anika Petrella1Lorna A. Fern2Rachel M. Taylor3Cancer Clinical Trials Unit, University College London Hospitals NHS Foundation Trust, London NW1 2PG, UKCancer Clinical Trials Unit, University College London Hospitals NHS Foundation Trust, London NW1 2PG, UKCancer Clinical Trials Unit, University College London Hospitals NHS Foundation Trust, London NW1 2PG, UKCentre for Nurse, Midwife and Allied Health Profession Led Research (CNMAR), University College London Hospitals NHS Foundation Trust, London NW1 2PG, UKBackground: Leadership during the COVID-19 pandemic often manifested as a command-and-control style of leadership which had detrimental emotional impacts on staff, particularly the nursing workforce. Leadership can have detrimental effects on staff wellbeing, or it can greatly boost their ability to handle a crisis. We sought to explore the interrelationship between leadership and nurses’ wellbeing in an inner-city university hospital during the initial wave of the pandemic. Methods: We conducted secondary analyses of interview data collected during a hospital-wide evaluation of barriers and facilitators to changes implemented to support the surge of COVID-19 related admissions during wave one. Data were collected through semi-structured video interviews during May–July 2020. Interviews were analysed using Framework analysis. Results: Thirty-one nurses participated, including matrons (<i>n</i> = 7), sisters (<i>n</i> = 8), and specialist nursing roles (<i>n</i> = 16). Three overarching themes were identified: the impact on nurses, personal factors, and organisational factors. The impact on nurses manifested as distress and fatigue. Coping and help-seeking behaviours were found to be the two personal factors which underpinned nurses’ wellbeing. The organisational factors that impacted nurses’ wellbeing included decision-making, duty, and teamwork. Conclusions: The wellbeing of the workforce is pivotal to the health service, and it is mutually beneficial for patients, staff, and leaders. Addressing how beliefs and misconceptions around wellbeing are communicated and accessing psychological support are key priorities to supporting nurses during pandemics.https://www.mdpi.com/2624-8611/5/3/41pandemicCOVID-19leadershipsecondary analysisemotional wellbeingnursing
spellingShingle Luke Hughes
Anika Petrella
Lorna A. Fern
Rachel M. Taylor
Who Is Responsible for Nurse Wellbeing in a Crisis? A Single Centre Perspective
pandemic
COVID-19
leadership
secondary analysis
emotional wellbeing
nursing
title Who Is Responsible for Nurse Wellbeing in a Crisis? A Single Centre Perspective
title_full Who Is Responsible for Nurse Wellbeing in a Crisis? A Single Centre Perspective
title_fullStr Who Is Responsible for Nurse Wellbeing in a Crisis? A Single Centre Perspective
title_full_unstemmed Who Is Responsible for Nurse Wellbeing in a Crisis? A Single Centre Perspective
title_short Who Is Responsible for Nurse Wellbeing in a Crisis? A Single Centre Perspective
title_sort who is responsible for nurse wellbeing in a crisis a single centre perspective
topic pandemic
COVID-19
leadership
secondary analysis
emotional wellbeing
nursing
url https://www.mdpi.com/2624-8611/5/3/41
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