Supporting Reassigned Hospital Staff During the COVID-19 Pandemic in the Montreal Region: What Does it say About Leadership Styles?

Lara Gautier (), Morgane Gabet, Arnaud Duhoux, Lola Traverson, Valéry Ridde, Kate Zinszer and Pierre-Marie David
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Lara Gautier: ESPUM - Département de médecine sociale et préventive [ESPUM-Montréal] - UdeM - Université de Montréal
Morgane Gabet: ESPUM - Département de médecine sociale et préventive [ESPUM-Montréal] - UdeM - Université de Montréal
Arnaud Duhoux: Faculté des Sciences infirmières - UdeM - Université de Montréal
Lola Traverson: CEPED - UMR_D 196 - Centre population et développement - IRD - Institut de Recherche pour le Développement - UPCité - Université Paris Cité
Valéry Ridde: CEPED - UMR_D 196 - Centre population et développement - IRD - Institut de Recherche pour le Développement - UPCité - Université Paris Cité
Kate Zinszer: ESPUM - Département de médecine sociale et préventive [ESPUM-Montréal] - UdeM - Université de Montréal
Pierre-Marie David: Faculté de Pharmacie [Montréal] - UdeM - Université de Montréal

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Abstract: Globally, the COVID-19 pandemic took a high toll on health human resources, especially in contexts where these resources were already fragile. In Quebec, to make up for the shortage of health human resources, and to contain the COVID-19 outbreaks in long-term care facilities, many hospital staff (including a majority of nurses) were sent to those facilities, with varying degrees of support. Building on the body of evidence linking leadership style and resilience, we conducted a qualitative comparative analysis of two hospitals in the Montreal Metropolitan Area, Quebec. We explored respondents' experience of psychosocial support tools provided to hospital staff reassigned to COVID-affected facilities. Data from 27 in-depth interviews with high- and mid-level managers, and front-line workers, was analyzed through the lens of leadership styles. Our findings highlighted how the design and implementation of support tools revealed major differences across the two hospitals' leadership styles (i.e., one hospital expressing leader-centered styles vs. the other expressing follower-centered leadership styles). The expression of these leadership styles was largely shaped by recent policies, notably a major political reform of 2015, which enforced more centralized decision-making. Our study offered additional empirical evidence that leadership styles fostering the recovery of health human resources may be a key indicator of successful response to crises.

Date: 2023-08-03
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Published in Canadian Journal of Nursing Research, 2023, ⟨10.1177/08445621231192044⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04186202

DOI: 10.1177/08445621231192044

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