Effective Frontline Leaders – Element 2

2019 ◽  
pp. 23-46
Author(s):  
Ross Kenneth Kennedy
Keyword(s):  
Frontline Leaders

Size does matter – span of control in hospitals

2017 ◽  
Vol 31 (2) ◽  
pp. 192-206 ◽  
Author(s):  
Christina Holm-Petersen ◽  
Sussanne Østergaard ◽  
Per Bo Noergaard Andersen
Keyword(s):  
Design Methodology ◽  
Hospital Staff ◽  
Leadership Capacity ◽  
Decision Makers ◽  
Span Of Control ◽  
Content Type ◽  
Frontline Leaders ◽  
Practical Implications

Purpose Centralization, mergers and cost reductions have generally led to increasing levels of span of control (SOC), and thus potentially to lower leadership capacity. The purpose of this paper is to explore how a large SOC impacts hospital staff and their leaders. Design/methodology/approach The study is based on a qualitative explorative case study of three large inpatient wards. Findings The study finds that the nursing staff and their frontline leaders experience challenges in regard to visibility and role of the leader, e.g., in creating overview, coordination, setting-up clear goals, following up and being in touch. However, large wards also provide flexibility and development possibilities. Practical implications The authors discuss the implications of these findings for decision makers in deciding future SOC and for future SOC research. Originality/value Only few studies have qualitatively explored the consequences of large SOC in hospitals.

People Management

2021 ◽  
pp. 45-63
Author(s):  
Christian B. Jacobsen ◽  
Eva Knies
Keyword(s):  
Public Sector ◽  
Personnel Management ◽  
Leadership Behavior ◽  
Central Issue ◽  
The Public ◽  
Mutual Dependency ◽  
Internal Management ◽  
Key Aspects ◽  
Frontline Leaders

The central issue in this chapter is people management in public organizations. That is, managers’ implementation of HR practices and their leadership behavior in supporting the employees they supervise at work. This chapter focuses on five key aspects related to HRM and leadership in a public sector context. First, the historical move from personnel management to HRM and leadership. Second, the distinction between external and internal management and this chapter’s focus on internal management. Third, the role of middle and frontline leaders in the implementation of policies and their responsibility for turning general policies into results. Fourth, the mutual dependency between HRM policies and leadership. Fifth, the distinction between intended, implemented, and perceived HRM and leadership. This chapter systematically draws on both the general HRM and leadership bodies of literature, and specifies these insights to the public sector context whenever possible.

Frontline leaders

2004 ◽  
Vol 28 (2/3/4) ◽  
pp. 339-352 ◽  
Author(s):  
Lucy Liu ◽  
Adela J. McMurray
Keyword(s):  
Frontline Leaders

scholarly journals Leadership principles to decrease psychological casualties in COVID-19 and other disasters of uncertainty

2020 ◽  
pp. 1-10 ◽  
Author(s):  
George S. Everly ◽  
Albert W. Wu ◽  
Carolyn J. Crumpsty-Fowler ◽  
Deborah Dang ◽  
James B. Potash
Keyword(s):  
Healthcare Workers ◽  
Psychological Impact ◽  
Effective Communication ◽  
Crisis Leadership ◽  
New Normal ◽  
Buffering Effect ◽  
Moral Compass ◽  
The Future ◽  
Frontline Leaders ◽  
Lack Of Knowledge

ABSTRACT COVID-19 is a “disaster of uncertainty” with ambiguity about its nature and trajectory. These features amplify its psychological toxicity, and increase the number of psychological casualties it inflicts. Uncertainty was fueled by lack of knowledge about the lethality of a disaster, its duration, and ambiguity in messaging from leaders and healthcare authorities. Human resilience can have a buffering effect on the psychological impact. Experts have advocated “flattening the curve” to slow the spread of the infection. Our strategy for crisis leadership is focused on flattening the rise in psychological casualties by increasing resilience among healthcare workers. This paper describes an approach employed at Johns Hopkins to promote and enhance crisis leadership. The approach is based on four factors: vision for the future, decisiveness, effective communication, and following a moral compass. We recommend specific actionable recommendations for implementing these factors that are being disseminated to frontline leaders and managers. The COVID-19 pandemic is destined to have a strong psychological impact that extends far beyond the end of quarantine. Following these guidelines has the potential to build resilience and thus reduce the number of psychological casualties and speed the return to normal – or at least the new normal in the post-COVID world.

A systemic approach to developing frontline leaders in healthcare

2007 ◽  
Vol 20 (2) ◽  
pp. 85-96 ◽  
Author(s):  
Lory A.M. Block ◽  
Linda J. Manning
Keyword(s):  
Systemic Approach ◽  
Frontline Leaders

Emerging Frontline Leaders’ Voices in Response to COVID-19 Crisis

2021 ◽  
Vol Publish Ahead of Print ◽  
Author(s):  
Asma A. Taha ◽  
Zhenzhen Zhang ◽  
Martha Driessnack ◽  
James J. Huntzicker ◽  
Aaron M. Eisen ◽  
...  
Keyword(s):  
Frontline Leaders

scholarly journals Health Professional Frontline Leaders’ Experiences During the COVID-19 Pandemic: A Cross-Sectional Study

2021 ◽  
Vol Volume 13 ◽  
pp. 7-18
Author(s):  
Bibi Hølge-Hazelton ◽  
Mette Kjerholt ◽  
Elizabeth Rosted ◽  
Stine Thestrup Hansen ◽  
Line Zacho Borre ◽  
...  
Keyword(s):  
Health Professional ◽  
Cross Sectional Study ◽  
Sectional Study ◽  
Cross Sectional ◽  
Frontline Leaders

scholarly journals The Role of Frontline Leaders in Building Health Professional Support for a New Patient Portal: Survey Study (Preprint)

2018 ◽  
Author(s):  
Sari Kujala ◽  
Iiris Hörhammer ◽  
Tarja Heponiemi ◽  
Kim Josefsson
Keyword(s):  
Health Professional ◽  
Health Professionals ◽  
Organizational Readiness ◽  
Professional Support ◽  
Survey Study ◽  
Successful Implementation ◽  
Patient Portal ◽  
Ehealth Services ◽  
Frontline Leaders

BACKGROUND Effective leadership and change management are thought to contribute to the successful implementation of health information technology innovations. However, limited attention has been paid to the role of frontline leaders in building health professional support for new technical innovations. OBJECTIVE First, we examined whether frontline leaders’ positive expectations of a patient portal and perceptions of its implementation were associated with their support for the portal. Second, we explored whether leaders’ positive perceptions influenced the same unit’s health professional support for the portal. METHODS Data were collected through an online survey of 2067 health professionals and 401 frontline leaders working in 44 units from 14 health organizations in Finland. The participating organizations run a joint self-care and digital value services project developing a new patient portal for self-management. The survey was conducted before the piloting and implementation of the patient portal. RESULTS The frontline leaders’ perception of vision clarity had the strongest association with their own support for the portal (ß=.40, P<.001). Results also showed an association between leaders’ view of organizational readiness and their support (ß=.15, P=.04). The leaders’ positive perceptions of the quality of informing about the patient portal was associated with both leaders’ own (ß=.16, P=.02) and subordinate health professionals’ support for the portal (ß=.08, P<.001). Furthermore, professional participation in the planning of the portal was positively associated with their support (ß=.57, P<.001). CONCLUSIONS Findings suggest that assuring good informing, communicating a clear vision to frontline leaders, and acknowledging organizational readiness for change can increase health professional support for electronic health (eHealth) services in the pre-implementation phase. Results highlight the role of frontline leaders in engaging professionals in the planning and implementation of eHealth services and in building health professionals’ positive attitudes toward the implementation of eHealth services.

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