TY - JOUR
T1 - Guidance for Health Care Leaders during the Recovery Stage of the COVID-19 Pandemic
T2 - A Consensus Statement
AU - Geerts, Jaason M.
AU - Kinnair, Donna
AU - Taheri, Paul
AU - Abraham, Ajit
AU - Ahn, Joonmo
AU - Atun, Rifat
AU - Barberia, Lorena
AU - Best, Nigel J.
AU - Dandona, Rakhi
AU - Dhahri, Adeel Abbas
AU - Emilsson, Louise
AU - Free, Julian R.
AU - Gardam, Michael
AU - Geerts, William H.
AU - Ihekweazu, Chikwe
AU - Johnson, Shanthi
AU - Kooijman, Allison
AU - Lafontaine, Alika T.
AU - Leshem, Eyal
AU - Lidstone-Jones, Caroline
AU - Loh, Erwin
AU - Lyons, Oscar
AU - Neel, Khalid Ali Fouda
AU - Nyasulu, Peter S.
AU - Razum, Oliver
AU - Sabourin, Hélène
AU - Schleifer Taylor, Jackie
AU - Sharifi, Hamid
AU - Stergiopoulos, Vicky
AU - Sutton, Brett
AU - Wu, Zunyou
AU - Bilodeau, Marc
N1 - Publisher Copyright:
© 2021 Geerts JM et al.
PY - 2021
Y1 - 2021
N2 - Importance: The COVID-19 pandemic is the greatest global test of health leadership of our generation. There is an urgent need to provide guidance for leaders at all levels during the unprecedented preresolution recovery stage. Objective: To create an evidence- and expertise-informed framework of leadership imperatives to serve as a resource to guide health and public health leaders during the postemergency stage of the pandemic. Evidence Review: A literature search in PubMed, MEDLINE, and Embase revealed 10910 articles published between 2000 and 2021 that included the terms leadership and variations of emergency, crisis, disaster, pandemic, COVID-19, or public health. Using the Standards for Quality Improvement Reporting Excellence reporting guideline for consensus statement development, this assessment adopted a 6-round modified Delphi approach involving 32 expert coauthors from 17 countries who participated in creating and validating a framework outlining essential leadership imperatives. Findings: The 10 imperatives in the framework are: (1) acknowledge staff and celebrate successes; (2) provide support for staff well-being; (3) develop a clear understanding of the current local and global context, along with informed projections; (4) prepare for future emergencies (personnel, resources, protocols, contingency plans, coalitions, and training); (5) reassess priorities explicitly and regularly and provide purpose, meaning, and direction; (6) maximize team, organizational, and system performance and discuss enhancements; (7) manage the backlog of paused services and consider improvements while avoiding burnout and moral distress; (8) sustain learning, innovations, and collaborations, and imagine future possibilities; (9) provide regular communication and engender trust; and (10) in consultation with public health and fellow leaders, provide safety information and recommendations to government, other organizations, staff, and the community to improve equitable and integrated care and emergency preparedness systemwide. Conclusions and Relevance: Leaders who most effectively implement these imperatives are ideally positioned to address urgent needs and inequalities in health systems and to cocreate with their organizations a future that best serves stakeholders and communities.
AB - Importance: The COVID-19 pandemic is the greatest global test of health leadership of our generation. There is an urgent need to provide guidance for leaders at all levels during the unprecedented preresolution recovery stage. Objective: To create an evidence- and expertise-informed framework of leadership imperatives to serve as a resource to guide health and public health leaders during the postemergency stage of the pandemic. Evidence Review: A literature search in PubMed, MEDLINE, and Embase revealed 10910 articles published between 2000 and 2021 that included the terms leadership and variations of emergency, crisis, disaster, pandemic, COVID-19, or public health. Using the Standards for Quality Improvement Reporting Excellence reporting guideline for consensus statement development, this assessment adopted a 6-round modified Delphi approach involving 32 expert coauthors from 17 countries who participated in creating and validating a framework outlining essential leadership imperatives. Findings: The 10 imperatives in the framework are: (1) acknowledge staff and celebrate successes; (2) provide support for staff well-being; (3) develop a clear understanding of the current local and global context, along with informed projections; (4) prepare for future emergencies (personnel, resources, protocols, contingency plans, coalitions, and training); (5) reassess priorities explicitly and regularly and provide purpose, meaning, and direction; (6) maximize team, organizational, and system performance and discuss enhancements; (7) manage the backlog of paused services and consider improvements while avoiding burnout and moral distress; (8) sustain learning, innovations, and collaborations, and imagine future possibilities; (9) provide regular communication and engender trust; and (10) in consultation with public health and fellow leaders, provide safety information and recommendations to government, other organizations, staff, and the community to improve equitable and integrated care and emergency preparedness systemwide. Conclusions and Relevance: Leaders who most effectively implement these imperatives are ideally positioned to address urgent needs and inequalities in health systems and to cocreate with their organizations a future that best serves stakeholders and communities.
UR - http://www.scopus.com/inward/record.url?scp=85109729515&partnerID=8YFLogxK
U2 - 10.1001/jamanetworkopen.2021.20295
DO - 10.1001/jamanetworkopen.2021.20295
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C2 - 34236416
AN - SCOPUS:85109729515
SN - 2574-3805
VL - 4
JO - JAMA network open
JF - JAMA network open
IS - 7
M1 - e2120295
ER -
