How Diversity and Inclusivity Influence Leadership

Please submit each topic below in an expanded bullet point,

Leadership Practices:
Constructs & Variables:
Related Studies:
Anticipated Themes and Discovered Themes:
Summary:

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  •  Name
  •  Research Paradigm: Positivism
  • COVID 19 Burnout with Health Care Workers
  • Task 5: Research Framework

Literature Review

  • Leadership Practices
  • An interesting assessment area for improving healthcare services is the Safe Hospital Initiative introduced by World Health Organization to ensure facilities continue to assist with emergencies and disasters (Bass, Gartley, & Kleinman, 2019). This framework is relevant to the study because it offers a comparison point to help understand why the WHO is confident with the Safe Hospital Initiative and whether it can reduce burnout rates.
  • The employee engagement framework introduces true inspiration to employees where a lack of it results in a disconnect among leaders and workers (Sultan et al., 2020).
  • The COVID 19 pandemic has affected various institutions because most medical facilities did not have a preparation model for their healthcare workers that would have ensured flawless transition into the provision of emergency care for COVID 19 victims (Khasne et al., 2020). The leaders should lead the team through change and make goals public.
  • Burnout continues to be a significant challenge due to the leaders’ lack of effective strategies in addressing issues that expose healthcare workers to professional burnout (Lasalvia et al., 2021).
  • The lack of strategic leadership strategies is a major threat to professional burnout among care providers during the pandemic (Jalili et al., 2021).
  • Policies have a significant relationship with the performance of healthcare workers because they allow leaders to create the desired work environment (Sultan et al., 2020).
  • A report indicates that 35% to 54% of healthcare workers experience burnout because none of the six goals provided by the National Academy of Medicine offer proper staffing ratios to the medical facilities as part of their initiative to create and establish practitioner well-being (Vuong, 2020).
  • According to research, a good approach for reducing employee burnout is providing stress management interventions, offering social support, engaging the workers in decisions, allowing the employees to design and craft their work environment, and introducing high-quality performance management strategies (Gabriel & Aguinis, 2021).
  • Constructs & Variables
    • The Role of Stakeholders in Dealing with Healthcare Professional Burnout
      • The researcher will determine if the lack of a proper COVID19 preventive framework is the primary contributor to burnout healthcare providers experience during the pandemic (Jalili et al., 2021).
    • Determine if health care leaders understand the meaning of a practical structure necessary to mitigate COVID19 without causing burnout among the staff members (Khasne et al., 2020).
  • Creation of Conducive Working Environment for the Employees
    • Creating a conducive working environment for healthcare service providers is one of the most effective approaches to professional burnout (Morgantini et al., 2020).
    • Health care leaders can implement a reliable framework to ensure staff members are sufficient to cater to the rising number of positive cases (Sultana et al., 2020).
    • The healthcare leaders played an essential role in managing the workforce by recruiting non-specialized clinicians to assist in the hospitals while saving the most qualified healthcare workers from the frontline and restricting them to emergency and intensive care units during the pandemic (Morgantini et al., 2020).
  • Related Studies
  • Acute shortage of healthcare providers has exposed the current workforce to strains that have created burnout (Dall’Ora et al., 2020).
  • Professional burnouts remain a central challenge during the COVID-19 pandemic (Lasalvia et al., 2021).
  • Healthcare workers are constantly emotionally and physically exhausted due to the alarming number of patients they handle during the pandemic (Cotel et al., 2021).
  • As the work demand increases across all hospital settings due to the high number of emerging infections, care providers are likely to become worn out (Cotel et al., 2021).
  • Identifying issues such as excessive workload, limited rewards and recognition, and the lack of control of healthcare resources might allow healthcare leaders to address burnout (Dall’Ora et al., 2020).
  • Resource shortage has affected the provision of suitable rewards, appropriate resources for care delivery, and the employment of more care providers (Cotel et al., 2021).
  • Professional stressors such as lack of PPEs (Personal Protective Equipment), inadequate compensation, and extreme assignments have led to increased burnout among these professionals (Morgantini et al., 2020).
  • Facilitating healthcare providers with the right resources and systems is a prerequisite factor behind reduced professional burnout (Prapanjaroensin, Patrician & Vance, 2017).
  • Healthcare providers face mental strains emerging from the lack of preparedness amidst the COVID-19 pandemic. Leaders have failed to integrate and implement quality preparedness approaches to boost workforce well-being during the pandemic (Khasne et al., 2020).
  • Leaders should examine factors that generate burnout and find effective handling to protect nurses against burnout. As Lasalvia et al. (2021) revealed, healthcare professionals, act as the primary targets in this case, with leaders expected to safeguard their physical, emotional, and psychological well-being.
  • Patients risk failing to achieve the projected outcomes when healthcare providers are exposed to burnout (Lasalvia et al., 2021). For example, care providers experiencing burnout are likely to cause medical errors that negatively impact patients’ health and welfare.
  • Overall, leaders’ inability to develop a robust and effective COVID-19 preventive framework is a primary barrier to the fight against professional burnout among healthcare providers (Jalili et al., 2021).
  • Leaders have a paramount role in creating an excellent working environment that limits exhaustion among care providers. A strategy like adequate staffing will ensure that care providers can sufficiently care for the patients amidst the rising number of positive cases (Sultana et al., 2020).
  • Anticipated and Discovered Themes
  • Most employees will recommend and emphasize the need for a better understanding of leaders’ role in protecting and safeguarding healthcare workers from professional burnout, especially during the COVID-19 pandemic and others likely to emerge in the future (Khasne et al., 2020). Improved leadership participation will ensure reduced misunderstanding and other work-related strains that leave crucial gaps or burnout to occur (Sultana et al., 2020).
  • Healthcare workers may present the unexpected increase in the number of individuals with COVID 19 infections as a source of burnout because of increased pressure (Cotel et al., 2021).
  • The shift in work descriptions and cultures after the pandemic has introduced uncertainty and new practices that pressure the healthcare workers (Jalili et al., 2021). A flexible working schedule will reduce associated burdens that make providers prone to burnout (Cotel et al., 2021).
  • Employees might claim that increased appreciation through incentives such as rewards and bonuses might reduce their burnout levels (Anthony-Mcmann et al., 2017).
  • Healthcare providers might report a failure by their administrators by claiming that the leaders should have evaluated the situation to develop proactive solutions when exposed to adverse conditions such as professional burnout (Khasne et al., 2020).
  • The employees might generally confirm that burnout is not a new concept by stating it has been prevalent before COVID 19 because of a lack of viable measures to mitigate this problem and its adverse outcomes (Lasalvia et al., 2021).
  • Improved leadership participation will ensure reduced misunderstanding and other work-related strains that leave crucial gaps or burnout to occur (Sultana et al., 2020).
  • Summary
  • Burnout remains a significant difficulty due to leaders’ lack of effective ways to deal with issues predisposing healthcare personnel to professional burnout (Lasalvia et al., 2021).
  • Effective leadership is critical in addressing burnout among healthcare workers because it ensures that professionals are engaged (Sultan et al., 2020).
  • Creating successful leadership strategies helps bridge the gap that contributes to miscommunication and work pressures, contributing to burnout (Sultan et al., 2020).
  • Leaders have a critical role in creating and implementing effective burnout intervention strategies (Sultan et al., 2020).
  • Healthcare providers need to plan ahead of time to deal with and manage the COVID-19 outbreak (Khasne et al., 2020).
  • To avoid burnout, leaders should implement initiatives that guarantee healthcare providers are well-versed and informed about COVID-19 mitigation strategies (Sultan et al., 2020).
  • Healthcare executives should be aware of their responsibilities to improve their chances of avoiding workplace burnout. (Khasne et al., 2020).
  • Leaders should establish adequate personnel levels to ensure that caregivers are not overburdened by their tasks (Sultana et al., 2020).
  • Leaders should invest in quality leadership styles, including employee engagement and transactional leadership (Sultan et al., 2020).
  • The primary aim is to ensure that administrators and other leaders commit their time and efforts to develop measures that limit exposure to professional burnout in the workplace (Sultan et al., 2020).
  • Absence of effective strategies to provide healthcare services contributed to the high burnout rates among nurses during the covid-19 pandemic period (Lasalvia et al., 2021).
  • Healthcare workers blamed hospital leadership for the inadequate preparedness measures that subsequently led to high burnout levels in healthcare workers (Khasne et al., 2020).
  • Burnout among healthcare workers is a crucial issue; leaders have to ensure that such an issue does not affect the quality of services patients receive (Anthony-McMann et al., 2017).
  • Is the absence of a proper coronavirus prevention program the eminent cause of burnout among healthcare professionals? (Jalili et al., 2021)
  • Conducive work environments are the most effective solutions to burnout concerns in healthcare settings (Morgantini et al., 2020).
  • Recruiting a sufficient workforce during the pandemic period was part of creating a conducive healthcare working environment (Sultana et al., 2020; Morgantini et al, 2020).
  • Workforce shortage contributed to burnout in healthcare professionals ((Dall’Ora et al., 2020).
  • Administrators shall enhance leadership participation to ensure that leaders understand issues such as employee burnout and work strains (Sultana et al., 2020).
  • Physical and mental exhaustion arose from the influx of patients during the covid-19 pandemic (Cotel et al., 2021).

 

 

References

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Allen, M. G., &Voytek, M. (2017). Perceptions of Occupational Therapy Students and Faculty of Compressed Courses: A Pilot Study. The Open Journal of Occupational Therapy, 5(4). https://doi.org/ 10.15453/2168-6408.1265

Anthony‐McMann, P. E., Ellinger, A. D., Astakhova, M., & Halbesleben, J. R. (2017). Exploring different operationalizations of employee engagement and their relationships with workplace stress and burnout. Human Resource Development Quarterly28(2),163-195.

Bass, J. L., Gartley, T., & Kleinman, R. (2019). World Health Organization baby-friendly hospital initiative guideline and 2018 implementation guidance. JAMA pediatrics173(1), 93-94.

Butina, M. (2015). A narrative approach to qualitative inquiry. Clinical Laboratory Science, 28(3), 190-196.

Campbell, R., Goodman-Williams, R., Feeney, H., & Fehler-Cabral, G. (2020). Assessing triangulation across methodologies, methods, and stakeholder groups: The joys, woes, and politics of interpreting convergent and divergent data. American Journal of Evaluation, 41(1), 125-144. https://doi.org/10.1177/1098214018804195

Cotel, A., Golu, F., PanteaStoian, A., Dimitriu, M., Socea, B., Cirstoveanu, C., &Oprea, B. (2021, March). Predictors of burnout in healthcare workers during the COVID-19 pandemic. In Healthcare (Vol. 9, No. 3, p. 304). Multidisciplinary Digital Publishing Institute.

Dall’Ora, C., Ball, J., Reinius, M., & Griffiths, P. (2020). Burnout in Nursing: A theoretical review. Human resources for health, 18, 1-17.

Doyle, L., Brady, A. M., & Byrne, G. (2009). An overview of mixed methods research. Journal of research in nursing, 14(2), 175-185.

Essex, Ryan, and Sharon M. Weldon. “Health care worker strikes and the Covid pandemic.” New England Journal of Medicine (2021).

Frey, B. B. (Ed.). (2018). The SAGE encyclopedia of educational research, measurement, and evaluation. Sage Publications. https://dx.doi.org/10.4135/9781506326139.n534

Gabriel, K. P., & Aguinis, H. (2021). How to prevent and combat employee burnout and create healthier workplaces during crises and beyond. Business Horizons.

Jalili, M., Niroomand, M., Hadavand, F., Zeinali, K., &Fotouhi, A. (2021). Burnout among healthcare professionals during COVID-19 pandemic: A cross-sectional study. International Archives of Occupational and Environmental Health, 1-8.

Khasne, R. W., Dhakulkar, B. S., Mahajan, H. C., &Kulkarni, A. P. (2020). Burnout among healthcare workers during COVID-19 pandemic in India: results of a questionnaire-based survey. Indian Journal of Critical Care Medicine: Peer-reviewed, Official Publication of Indian Society of Critical Care Medicine, 24(8), 664.

Lasalvia, A., Amaddeo, F., Porru, S., Carta, A., Tardivo, S., Bovo, C., …&Bonetto, C. (2021). Levels of burnout among healthcare workers during the COVID-19 pandemic and their associated factors: a cross-sectional study in a tertiary hospital of a highly burdened area of northeast Italy. BMJ Open, 11(1), e045127.

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Morgantini, L. A., Naha, U., Wang, H., Francavilla, S., Acar, Ö., Flores, J. M., … & Weine, S. M. (2020). Factors contributing to healthcare professional burnout during the COVID-19 pandemic: a rapid turnaround global survey. PloS one, 15(9), e0238217.

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Vuong, L. (2020). Staffing ratios and burnout. AJN The American Journal of Nursing120(5), 13.

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