Mending minds: Recognizing, responding, and resourcing through the implementation of a novel leadership toolkit during the coronavirus pandemic
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Richard T. Morton Jr., DNP, MHA, CCRN and Lindsay Wolf, DNP, APRN, CPNP-PC, CNE, CLC
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- Theta Tau
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Introduction: Nursing burnout and resiliency issues, post-traumatic stress and subsequent turnover associated with the impacts of the novel coronavirus 2019 (COVID-19) threaten to unravel direct patient care as we know it. Utilizing evidence-based literature and developing strategies and tools for direct care leaders to mitigate risks to care delivery and staff turnover and documenting these efforts is a crucial calling for all executive clinical leaders.
Methods: A comprehensive literature search and review to explore the psychological impacts of COVID-19 and leadership engagement in support of the direct care team was undertaken. Key focal areas were to identify the depth of the problem and risks from it as well as explore similar psychological events affecting direct care and other similar occupational teams, and review evidence-based strategies used to tackle the issues head-on. In collaboration with key subject matter experts within the Baptist Health System and the local community the literature findings were reviewed and combined with expert opinion to develop a leader’s toolkit to support front-line leaders in harnessing recognition, responses, and resources to provide meaningful and engaged support to team members exhibiting signs of diminished resiliency, burnout, and stress leading to reduced clinical productivity and care engagement.
Results: Once the final toolkit was developed and approved by the Nursing Executive Leadership Council, Baptist Health Communications Team, Baptist Behavioral Health, and the Baptist Internal Review Board, 6000 of the leader toolkits were distributed with the support of the Communications Department to leaders in all domains of the health system. The program rollout was supported by all executive leaders and a supporting executive leader video was developed and released broadly with the rollout leading to a high degree of support and positive responses. The program was so well received, that we were asked to produce an additional 1,000 toolkits for distribution. Overall, we distributed toolkits to over 90% of leaders, representing all multidisciplinary areas, domains, and disciplines. In fact, the total distribution represents over 50% of our total Baptist Health employees.
Conclusions: The implemented leader card and resiliency toolkit provided adjunctive support for crisp engagement and support for direct care team members impacted by the COVID-19 pandemic. Multiple concurrent endeavors were instituted by key leaders to reduce the psychological impacts on the direct care team so while initial qualitative and quantitative indicators demonstrate positive impacts on staff perceptions and turnover, there is insufficient evidence to support that the leader card and resiliency toolkit program was the sole source of the positive changes. Sustainment and refinement of the toolkit to pivot from pandemic focal efforts to inclusion as a component of a broader and more robust resiliency program is essential for healthcare executives internally to Baptist, and to the broader global healthcare community.
Type | DNP Capstone Project |
Acquisition | Self-submission |
Review Type | None: Degree-based Submission |
Format | Text-based Document |
Evidence Level | N/A |
Research Approach | Translational Research/Evidence-based Practice |
Keywords | Resiliency; COVID-19 Pandemic; Mental Health; Leadership |
Grantor | Jacksonville University |
Advisor | Wolf, Lindsay |
Level | DNP |
Year | 2022 |
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