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Introduction: The COVID-19 pandemic has significantly stretched global healthcare provisions since its commencement in 2019. From the outset, ambulance services in the UK had to adapt and change their working practices to meet distancing requirements, to increase staff numbers and to ease the effects of staff becoming unavailable for work due to self-isolation and illness. One strategy was moving clinicians from emergency operation centres (EOCs) to working from home. Like many international services, UK ambulance services use paramedics and nurses to undertake telephone and video assessments of patients calling the 999 emergency services line in a model known as virtual care or remote clinical decision making. Virtual care is any interaction between a patient and a clinician or clinicians, occurring remotely via information technologies. Increasing evidence is becoming available to suggest that the pandemic caused harm to the wellbeing of healthcare workers, primarily due to the severe stress of regular exposure to death and human suffering. However, there remains a dearth of literature focusing on the well-being of remote and virtual clinicians, especially those who moved from working in EOCs to working at home during the COVID-19 pandemic. Therefore, this study reports the findings of a qualitative analysis of these effects from the clinician's perspective. The authors hope that the findings from this study will inform the operating, well-being and leadership practices of those delivering such services. Methods: A convenience sample of telephone nurses and paramedics from one UK ambulance service where home working had been implemented were contacted. Fifteen clinicians with recent home-working experience responded to the invitation to participate out of a possible 31 (48%). All participants had previously practised remote assessment from within an EOC. Semi-structured interviews took place via video-conferencing software and were recorded, transcribed and thematically analysed. An inductive approach was taken to generating codes, and both researchers separately read the transcripts before re-reading them, assigning initial themes and determining frequency. Results: Five main themes were discovered, with further associated sub-themes. The main themes were: safety; financial implications; working relationships; home-working environment; and anxiety. Conclusions: Few studies explore remote clinicians' health and well-being. This study identified that home-working clinicians felt that there had been no detrimental impact on their health and well-being because of working from home during the initial phase of the COVID-19 pandemic. While some concerns were raised, these were mitigated through the support that clinicians received at home from family members, as well as from colleagues, some of whom had developed new working relationships. Financial implications appeared to have contributed to some concerns for participants initially, but these had been alleviated quickly despite requiring further exploration of the true financial impact of working from home. [ABSTRACT FROM AUTHOR]

The present study aims to explore the mechanism for the impact of job embeddedness on safety performance, the mediating role of perceived insider status and the cross-level moderating role of safety climate among miners. The questionnaire data used for analysis in this study were collected from 310 miners in 38 coal mine production teams in China. Bootstrap analysis was performed to explore the mediating role of perceived insider status, and multilevel linear analysis was performed to explore the cross-level moderating role of safety climate. The results showed that job embeddedness was positively related to miners' safety performance; perceived insider status mediating the relationship between job embeddedness and miners' safety performance; and safety climate moderating the relationship between perceived insider status and miners' safety performance across levels. [ABSTRACT FROM AUTHOR]

Leaders of small and medium-sized enterprises (SMEs) are often confronted with specific burdens, which frequently result in increased levels of stress. Leadership behaviour, in turn, has a significant impact on employees' health and performance. Using the Population, Intervention, Comparison, Outcome (PICO) method, we conducted a systematic literature search covering publications from 2002 to 2023 using PubMed, PsycInfo and Business Source Premier on stress-reducing and well-being-improving interventions for SME leaders. The Effective Public Health Practice Project (EPHPP) Quality Assessment Tool was used to assess the methodological quality and risk of bias of the included studies regarding selection bias, study design, confounders, blinding, data collection, withdrawal and drop-out. Of the 3150 identified publications, 6 were included after screening. The studies varied in content (cognitive behavioural therapy [CBT]-based, psychoeducation, and mixed interventions) and approach (individual- and organisation-centred). Not all of the examined interventions provided significant outcomes. However, CBT-based and individualised approaches showed a positive trend in reducing SME leaders' psychosocial stress and improving their well-being. Despite the limited data, it can be concluded that such interventions are beneficial for leaders and their specific needs. Future research should focus on tailored approaches, derived from well-founded theories and integrative interventions addressing SME leaders. [ABSTRACT FROM AUTHOR]

The article announces winners of the 2023 Pathway Nurse of the Year Award which includes Holly Weaver, and Rebekah Mitchell.

We assessed how hospitalists frame workplace safety, health, and well-being (SHW); their perception of hospital supports for SHW; and whether and how they are sharing leadership responsibility for each other's SHW. Our findings highlight the important role of local support for hospitalist SHW and reveal the systemic, hospital-wide problems that may impede their SHW. We believe that positioning hospitalists as leaders for SHW will result in systems-wide changes in practices to support the SHW of all care team members. (Am J Public Health. 2024;114(S2):S162–S166. https://doi.org/10.2105/AJPH.2024.307573) [ABSTRACT FROM AUTHOR]

The study investigates the association among leadership styles, employee well-being and employee's safety behavior of healthcare workers. The study used social learning theory (SLT) for examining the relationship between leadership styles and employee safety behavior. Moreover, social exchange theory (SET) has been incorporated to narrate the moderating effect of employee well-being on the relationship between leadership styles and employee safety behavior. Data have been collected with the help of questionnaires from 515 healthcare workers working in the public hospitals of Punjab, Pakistan. Structural equation modeling has been utilized to test the study hypothesis. Findings indicate that both transactional and transformational leaderships have significant and positive relationship with employee safety behavior. Interestingly, employee well-being negatively moderates the relationship between transformational leadership and employee safety behavior. Furthermore, no moderation was found on the relationship between transactional leadership and employee safety behavior. The findings propose that healthcare management should invest to aware employees regarding their well-being. The findings also suggest that leaders should influence their followers to adopt safety measures at workplace. Furthermore, leaders must be role models in order to attain a competitive advantage and make a balance between management and workers. [ABSTRACT FROM AUTHOR]

BACKGROUND: Trucking companies may be key partners for workplace health promotion programs to improve heavy and tractor-trailer drivers' health and wellbeing. OBJECTIVE: To identify barriers and facilitators to implementing workplace health promotion programs among Louisiana trucking companies' leadership and staff. METHODS: A case study approach following an explanatory sequential mixed method research design was used. A quantitative survey, based on the Theoretical Domains Framework (TDF), was adapted and distributed online to a convenience sample. Survey respondents were recruited for an interview to gain additional insight on multi-level barriers to implementing workplace health promotion programs. Quantitative data was analyzed using descriptive statistics to describe barriers and facilitators following TDF constructs. Qualitative data were independently coded among two researchers following the TDF and the Consolidated Framework for Implementation Research (CFIR) to determine themes. RESULTS: Eleven workplace leaders or staff took the survey. Two engaged in a follow-up interview. Regarding the quantitative results, most (82%) believed workplace health promotion programs would save their company money, although were not offering them. No TDF constructs were indicated as barriers given mixed results; however, several were facilitators: Social/Professional Role and Identity; Emotion; Action Planning; Knowledge; Motivation and Goals; and Beliefs about Consequences. Qualitative results captured several Inner (e.g., time, money) and Outer Setting contextual (e.g., truckers' needs and resources) factors considered important to trucking companies' implementation of health promotion programs. CONCLUSION: Results suggest leadership and staff of Louisiana trucking companies value workplace health promotion programs, although are challenged by limited resources and the broader trucking environment. [ABSTRACT FROM AUTHOR]

Background: With the onset of the COVID-19 pandemic, a large urban academic hospital responded by creating the temporary role of a "Safety Officer (SO)." The key task of the SO role was to supervise staff donning and doffing personal protective equipment (PPE) and provide real-time feedback on their performance. The support for safe donning and doffing would contribute to staff well-being by reducing their fear of infection transmission. Methods: A Collaborative Change Leadership (CCL) approach was used to facilitate the development, implementation, and evaluation of the role. This included an iterative feedback process with clinicians and safety officers to continually refine the role. Findings: Feedback indicated value in the initiative as increasing staff confidence about preventing virus transmission, as well as their sense of safety at work. Areas for future improvement included additional communication strategies for interprofessional teams and external partners, as well as planning around logistics to better support the safety officers in performing this new, temporary role. Conclusions/Application to Practice: The Safety Officer role was able to help alleviate concerns regarding potential infection transmission and contribute positively to staff well-being. [ABSTRACT FROM AUTHOR]

Background: Creating a healthy, decent and safe workplace and designing quality jobs are ways to eliminate precarious work in organisations and industries. This review aimed at mapping evidence on how psychosocial safety climate (PSC) influence health, safety and performance of workers. Methods: A literature search was conducted in four main databases (PubMed, Scopus, Central and Web of Science) and other online sources like Google Scholar. A reference list of eligible studies was also checked for additional papers. Only full-text peer-reviewed papers published in English were eligible for this review. Results: A search in the databases produced 13,711 records, and through a rigorous screening process, 93 papers were included in this review. PSC is found to directly affect job demands, job insecurity, effort-reward imbalance, work-family conflict, job resources, job control and quality leadership. Moreover, PSC directly affects social relations at work, including workplace abuse, violence, discrimination and harassment. Again, PSC has a direct effect on health, safety and performance outcomes because it moderates the impact of excessive job demands on workers' health and safety. Finally, PSC boosts job resources' effect on improving workers' well-being, safety and performance. Conclusion: Managers' efforts directed towards designing quality jobs, prioritising the well-being of workers, and fostering a bottom-up communication through robust organisational policies, practices, and procedures may help create a high organisational PSC that, in turn, promotes a healthy and decent work environment. [ABSTRACT FROM AUTHOR]

Aim: The aim of this study was to compile, assess and synthesise empirical research on violence by social and healthcare clients or patients against staff and its connections to staff's well‐being at work, implementation of work and activities of leaders related to it. Background: Workplace violence against social and healthcare staff is a global and daily problem. One in three employees encounters violence from patients or clients and the risk of this is 16 times higher compared to other professions. None of the recent reviews on this topic were focused on the well‐being at work, implementation of work or leaders' role in the cases of violence of clients or patients against the staff. Design: An integrative review reported according to PRISMA Checklist. Methods: The search was conducted to CINAHL, PubMed, PsychINFO and Scopus databases resulting in 21 articles. The quality of the articles was evaluated, and the data were analysed narratively. Results: The workplace violence committed by clients and patients was negatively connected to staff's psychological, emotional and physical well‐being at work and to their work performance and commitment. The leaders found this form of workplace violence challenging and ethically conflicted and felt that they were left alone without training and support. The employees expressed disappointment with their leaders' activities and suggested many measures to make environment safer to staff and patients. Conclusions: In future, intervention studies are needed for prevention of workplace violence by patients and clients against staff and for supporting the well‐being at work of staff in relation to violent incidents. Relevance to clinical practice: Workplaces should introduce uniform protocols for reporting, preventing and processing workplace violence committed by clients and patients. An open dialogue with leaders and co‐workers of the cases is of high importance. Leaders and staff need training that ensure patient and work safety. [ABSTRACT FROM AUTHOR]

In the article, the author discusses how the coronavirus pandemic has allowed nurse leaders in fostering positive, creative and effective leadership and showed their hidden abilities. Also cited are the need for leaders to continue using the tools and leadership behaviors they show during normal times, and the set of organized strategies developed by the author to promote personal and team joy.

This study aimed to investigate the effects of supportive leadership and psychosocial safety climate on personal hope and resilience among nurses during the pandemic. Conservation of resource theory was employed to explain the effects of psychosocial safety climate and supportive leadership on nurses' hope and resilience. A cross‐sectional design was employed to collect data. Six‐hundred and twenty‐three nurses across 68 hospitals who were in direct contact with COVID‐19 patients during the fifth wave of the pandemic in Iran were recruited. Hierarchical Linear Modelling (HLM) and Structural Equation Modelling using Amos were used to analyze the data. Results revealed that both psychosocial safety climate and supportive leadership improved personal resilience through personal hope. Findings showed that the positive relationship between supportive leadership and personal hope was stronger when the hospital‐level psychosocial safety climate was high. To improve personal hope and resilience among nurses during critical times, hospital management must ensure consistent supportive leadership and establish policies, practices and procedures that support nurses' psychosocial health and safety at the hospital level. [ABSTRACT FROM AUTHOR]

When organizational attributes like management commitment and communication are favorable, they are known to positively influence safety behaviors, morale, and well-being. Fire departments should focus on improving overall safety culture as a way to address the mental health burden of fire and rescue service work. Objective: This study aimed to examine the COVID-19 pandemic's impact on fire service safety culture, behavior and morale, levers of well-being, and well-being outcomes. Methods: Two samples (Stress and Violence against fire-based EMS Responders [SAVER], consisting of 3 metropolitan departments, and Fire service Organizational Culture of Safety [FOCUS], a geographically stratified random sample of 17 departments) were assessed monthly from May to October 2020. Fire department–specific and pooled scores were calculated. Linear regression was used to model trends. Results: We observed concerningly low and decreasing scores on management commitment to safety, leadership communication, supervisor sensegiving, and decision-making. We observed increasing and concerning scores for burnout, intent to leave the profession, and percentage at high risk for anxiety and depression. Conclusions: Our findings suggest that organizational attributes remained generally stable but low during the pandemic and impacted well-being outcomes, job satisfaction, and engagement. Improving safety culture can address the mental health burden of this work. [ABSTRACT FROM AUTHOR]

Background: NHs have been severely exposed during the COVID‐19 pandemic. Little is known about how staff who provide practical daily care of older residents experienced work during the pandemic. The aim of this study was to understand how nursing assistants (NAs) experienced their work at nursing homes (NHs) for older people during the first wave of the COVID‐19 pandemic. Methods: We conducted a qualitative study of focus group discussions with in total 20 participants from four NHs in Stockholm, Sweden. Discussions were held in November 2020. Transcripts were analyzed using inductive thematic analysis. Results: We identified three major themes: 1) We felt abandoned, scared and disrespected, 2) We made sure we made it through, and 3) We can do good work with appropriate resources. NAs felt disregarded as they were often left alone without adequate support from managers, registered nurses and the municipalities. NAs felt distressed and guilty and developed their own strategies to cope and manage their work. Conclusion and Implication for Practice: During the first wave of the COVID‐19 pandemic NAs felt abandoned and burdened due to lack of leadership. Organizational improvements are required to protect the wellbeing of NAs and to ensure sustainability of patient safety. NAs are crucial in the care for vulnerable older people and their experiences should constitute a keystone for development of future policy and practice in NHs. [ABSTRACT FROM AUTHOR]

The article presents a framework for achieving the recommendations of the National Plan for Health Workforce Well-Being. Cited are the seven priorities of the plan that further strengthens its potential to positively impact the well-being of the healthcare workforce, and the findings of a crosswalk comparing the alignment between the National Plan for Health Work-force Well-Being's recommendations and the American Nurses Credentialing Center (ANCC) Pathway to Excellence Program requirements.

The COVID-19 pandemic has posed an ongoing threat to the mental wellbeing of countless individuals worldwide, with healthcare workers at particularly high risk. We developed the STEADY staff wellness program prior to the pandemic based on the available literature and input from stakeholders, guided by the Knowledge-to-Action (KTA) Implementation Science Framework. We quickly adapted the STEADY program for implementation in selected high-need units within Canada's largest trauma hospital during the pandemic's first wave. This brief report describes implementation of the STEADY program, retroactively applying the structure of the Knowledge-to-Action Implementation Science Framework to the practical steps taken. We identified the importance of more frequent, shorter contact with HCWs that occurred in-person, with an emphasis on peer support. A flexible approach with strong support from hospital leadership were key facilitators. Our findings suggest that a flexible approach to practical program implementation, theoretically underpinned in best-practices, can result in an acceptable program that promotes increased HCW wellbeing during a pandemic. [ABSTRACT FROM AUTHOR]

The article discusses mental health stigma in nursing and healthcare in 2022. Topics covered include nurses' burnout due to work stressors, the stigma phenomenon, nurses' deficient use of mental health resources that was heightened during the pandemic, and the pitfalls of employee assistance programs (EAP). Also noted are such strategies for addressing stigma as looking within, and viewing of support reach-out as an act of integrity, and recommendations for fighting mental health stigma.

New York City (NYC) was in the eye of the COVID-19 pandemic storm in the spring of 2020. Since that time, the country has seen wave after wave of outbreaks and concurrent psychosocial crises. Clinical nurses and nurse leaders delivered extraordinary care with grit, innovation, agility, and resilience. When in the eye of the storm, staff have to feel safe and have a voice even in command-control, adaptive modes. Nurses and nurse leaders have been resilient, and organizations have to play their part in decreasing work burden and creating positive work environments. Non-value-added work as well as barriers to practice should be eliminated permanently. This article describes the many challenges including intensive care unit capacity, staffing, well-being, and lack of visitation, as well as leadership lessons such as the importance of presence, based on the NYC experience of a chief nursing officer in a large academic medical center. These lessons and their implications for our workforce, for public health, and for leadership development and competencies and have taught us how to lead into the future. [ABSTRACT FROM AUTHOR]

OBJECTIVE: The aim of this study was to identify and prioritize research topics for nursing administration and leadership science. BACKGROUND: Nursing administration and leadership research priorities should provide a framework for building the science needed to inform practice. METHODS: The Association for Leadership Science in Nursing (ALSN) and American Organization for Nursing Leadership (AONL) Foundation (AONL-F) for Nursing Leadership and Education collaborated on a Delphi study. Initial input on research priority items were received from ALSN and AONL members. National experts participated in a 3-round Delphi study. RESULTS: Top-ranked priorities included: 1) nurses' health, well-being, resiliency, and safety in the work place; 2) developing and managing a nursing work force to meet current and future healthcare needs; 3) healthy work/practice environments for direct care nurses; 4) healthy work/ practice environments for nurse leaders; 5) quantification of nursing's value across the healthcare delivery system; and 6) nurse leader development and essential competencies. CONCLUSIONS: Researchers and funders should use these priorities to guide future studies. [ABSTRACT FROM AUTHOR]

Objective: Little is understood about the mechanisms for improving the adoption and implementation of Total Worker Health® (TWH) in workplace settings. The primary objective of this study was to identify whether the delivery of TWH advising is associated with subsequent changes in TWH in small-to-medium sized businesses. Methods: We conducted a longitudinal study of a TWH intervention in 200 organizations completing Health Links Healthy Workplace Assessments TM between October 2016 and December 2019. Organizations were offered consultation via telephonic and live webbased advising sessions. Results: Organizations exhibited non-significant albeit positive change in assessment scores from baseline to assessment 2. Businesses receiving advising sliowed significant score improvements from assessment 2 to 3. versus those without advising. Conclusions: TWH consultation may enhance adoption of organizational behaviors that promote worker health, safety, and well-being over time. [ABSTRACT FROM AUTHOR]

BACKGROUND: Organizational readiness for change measures were reviewed to develop an assessment tool for guiding implementation of an occupational safety and health program based on Total Worker Health (TWH) principles. Considerable conceptual ambiguity in the theoretical and empirical peer-reviewed literature was revealed. OBJECTIVE: Develop and validate an assessment tool that organizations can use to prepare for implementation of a participatory TWH program. METHODS: Inclusion criteria identified 29 relevant publications. Analysis revealed eight key organizational characteristics and predictors of successful organizational change. A conceptual framework was created that subject matter experts used to generate prospective survey items. Items were revised after pretesting with 10 cognitive interviews with upper-level management and pilot-tested in five healthcare organizations. Reliability of the domain subscales were tested based on Cronbach's α. RESULTS: The Organizational Readiness Tool (ORT) showed adequate psychometric properties and specificity in these eight domains: 1) Current safety/health/well-being programs; 2) Current organizational approaches to safety/health/well-being; 3) Resources available for safety/health/well-being; 4) Resources and readiness for change initiatives to improve safety/health/well-being; 5) Resources and readiness for use of teams in programmatic initiatives; 6) Teamwork; 7) Resources and readiness for employee participation; and 8) Management communication about safety/health/well-being. Acceptable ranges of internal consistency statistics for the domain subscales were observed. CONCLUSIONS: A conceptual model of organizational readiness for change guided development of the Organizational Readiness Tool (ORT), a survey instrument designed to provide actionable guidance for implementing a participatory TWH program. Initial internal consistency was demonstrated following administration at multiple organizations prior to implementation of a participatory Total Worker Health® program. [ABSTRACT FROM AUTHOR]

The article presents a cross-sectional study on the cultural and structural features of zero-burnout primary care practices in the U.S. In the study, the practices of small-to-medium-size primary care clinics taking part in the Agency for Healthcare Research and Quality's EvidenceNOW program were analyzed. Other topics include the potential strategies to prevent burnout like promoting leadership development and fostering practice agency.

BACKGROUND: Burnout is a major problem in health care, with rates of approximately 33% and 50% in nurses and physicians, respectively, prior to the COVID-19 pandemic. Respiratory therapist (RT) burnout rates and drivers have not been specifically examined. The purpose of this project was to determine resilience and burnout resources available within respiratory care departments and to provide an estimate of pre- and post-COVID-19 RT burnout rates. METHODS: A survey was developed to evaluate resilience and burnout resources in respiratory care departments. The survey was posted online to the AARConnect management, education, adult acute care, neonatal/pediatrics, COVID-19, and help line communities. Data analysis was descriptive. Key drivers of burnout among RTs were identified from qualitative answers. RESULTS: There were 221 responses, and 72% reported experiencing burnout. Ten percent of the departments that responded measured burnout; 36% utilized resilience tools, and 83% offered free employee assistance for those struggling with burnout. In January 2020, 30% of departments reported an estimated burnout rate > 40%, which increased to 44% of departments (P = .007) in the COVID-19 pandemic period. The most common drivers reported were poor leadership (32%), high work load (31%), and staffing (29%); 93% of respondents agreed that burnout is a major problem in health care, 33% agreed that burnout is primarily driven by external factors, 92% agreed that RTs have a similar risk of burnout as other health care professionals, 73% agreed that they were comfortable discussing challenging situations with colleagues, 32% agreed that their leadership provided adequate support for those suffering from burnout, and 79% agreed that they would be open to utilizing resilience tools from the AARC or other professional organizations. CONCLUSIONS: Most respondents experienced burnout and few respiratory care departments measured burnout. Resilience resources were not commonly used but employee assistance and wellness programs were common. Key drivers of burnout identified were poor leadership, staffing, and high workloads. [ABSTRACT FROM AUTHOR]

To assess whether a measure of leadership support for worker safety, health, and well-being predicts staff turnover in nursing homes after controlling for other factors. This paper uses administrative payroll data to measure facility-level turnover and uses a survey measure of nursing home leadership commitment to workers. In addition, we use data from Medicare to measure various nursing home characteristics. Nursing homes with at least 30 beds serving adults in California, Ohio, and Massachusetts were invited to participate in the survey. The analysis sample included 495 nursing homes. We used a multivariable ordinary least squares model with turnover rate as the dependent variable. We used an indicator for nursing homes who scored above the median on the measure of leadership that supports worker safety, health, and well-being. Control variables include bed count (deciles), ownership (corporate/noncorporate × for-profit/not-for-profit), percent of residents on Medicaid, state, being in a nonmetropolitan county, and total nurse staffing per patient day in the 2 quarters before the survey. The unadjusted turnover rate was lower for those nursing homes that scored higher on leadership commitment to worker safety, health, and well-being. After controlling for additional variables, greater leadership commitment was still associated with lower turnover but with some attenuation. We find that nursing homes with leadership that communicated and demonstrated commitment to worker safety, health, and well-being had relatively fewer nurses leave during the study period, with turnover rates approximately 10% lower than homes without. These findings suggest that leadership may be a valuable tool for reducing staff turnover. [ABSTRACT FROM AUTHOR]

Aims: Nurses are at the forefront of public health emergencies facing psychological pressures ensuing from the loss of patients and potential risk of infection while treating the infected. This study examines whether inclusive leadership has a causal relationship with psychological distress and to assess the mediation effect of psychological safety on this relationship in the long run. The hypotheses are developed and interpreted with the help of theoretical underpinnings from job demands resources theory and the theory of shattered assumptions. Design: Three‐wave longitudinal study. Methods: Questionnaire was used to carry out three waves of data collection from 405 nurses employed at five hospitals in Wuhan during the COVID‐19 outbreak between the months of January–April 2020. Partial least square structural equation modelling (PLS‐SEM) was used to analyze data while controlling for age, gender, education, experience, and working hours. Results: Results supported the hypothesized relationships where inclusive leadership indicated significant inverse causal relationship with psychological distress and a positive causal relationship with psychological safety. Mediation effect of psychological safety was found significant, while the model explained 73.9% variance in psychological distress. Conclusion: Inclusive leadership, through its positive and supportive characteristics, can pave way for such mechanisms that improve the psychological safety of employees in the long run and curbs psychological distress. Impact: This is the first longitudinal study to examine the relationship between inclusive leadership and psychological distress in health care and also examines the mediating mechanism of psychology safety. There is scarcity of empirical research on factors that determine and affect behavioural mechanism of healthcare workers during traumatic events and crisis. Clinical leaders and healthcare policy makers must invest in and promote inclusive and supportive environment characterized with open and accessible leaders at workplace to improve psychological safety; it helps reduce levels of psychological distress. [ABSTRACT FROM AUTHOR]

Aim: To explore the validity of and expand upon a model of organisational learning in hospitals. Background: Organisational learning is a positive change in an organisation's collective knowledge, cognition and/or action, leading to improved hospital performance. A current model offers an evidence‐based, theoretical representation of organisational learning in hospitals, yet the intricacies of organisational learning in clinical practice are not fully understood. Additional guidance is needed to effectively foster and study organisational learning. Method: Semi‐structured interviews were used to gather 15 first‐hand experiences of organisational learning from 14 nurses. Data were analysed via deductive thematic analysis. Results: Organisational learning was more effective when aligned closely with the model and less effective when alignment was poor. The nurses' experiences illustrate relationships among elements of the model and underscore the importance of leadership and psychological safety in organisational learning. Conclusion: This study helps validate the model and offers new insights into organisational learning. Additional research is needed to explore the role of leadership and psychological safety in organisational learning. Implications for Nursing Management: Nurse managers can use the Organisational Learning in Hospitals model to evaluate organisational learning. Nurse managers have the opportunity to develop effective leadership practices designed to cultivate psychological safety within their teams. [ABSTRACT FROM AUTHOR]

The article focuses on burnout and moral distress among nurses during the COVID-19 pandemic and offers institutional policy recommendations for supporting nurses to promote resilience in health system and retain patient outcomes quality. It examines the status of nurse burnout and moral distress in the U.S. and its effects. Recommendations from the National Academy of Medicine to support clinicians' health and well being are given.

Although studies suggest that transformational leaders play an important role in employee health and well-being, the relationship between transformational leadership and employee burnout remains unclear. One reason may be that moderators may play an important role. Building on conservation of resources theory, we examined if leaders' perceptions of internal and external resources in terms of vigour and peer support augmented the relationship between transformational leadership and employee burnout in a sample of municipality workers and their leaders in Sweden (N = 217). Multilevel analyses over two time points revealed that both vigour and peer support enhance this relationship, such that when leaders experience high levels of vigour or peer support, the negative relationship between transformational leadership behaviours and employee burnout was strengthened. Our findings suggest that both personal and contextual resources may help leaders to better engage in transformational leadership, which is important in order to protect employees from burning out. [ABSTRACT FROM AUTHOR]

The article offers information on the Pathway to Excellence framework as a means of responding to the COVID-19 pandemic. It cites the pandemic's impact on health care services and health workers. It discusses the Pathway program adopted at Wellstar Douglas Hospital in Georgia which acted as a guiding force in making decisions and changes in care delivery and care processes. It mentions how the shared decision-making standard offers guidance to St. Luke's Medical Center in the Philippines.

Supplemental Digital Content is available in the text Objective: To present a measure of effective workplace organizational policies, programs, and practices that focuses on working conditions and organizational facilitators of worker safety, health and well-being: the workplace integrated safety and health (WISH) assessment. Methods: Development of this assessment used an iterative process involving a modified Delphi method, extensive literature reviews, and systematic cognitive testing. Results: The assessment measures six core constructs identified as central to best practices for protecting and promoting worker safety, health and well-being: leadership commitment; participation; policies, programs, and practices that foster supportive working conditions; comprehensive and collaborative strategies; adherence to federal and state regulations and ethical norms; and data-driven change. Conclusions: The WISH Assessment holds promise as a tool that may inform organizational priority setting and guide research around causal pathways influencing implementation and outcomes related to these approaches. [ABSTRACT FROM AUTHOR]

Distributed workers - those who work autonomously and remotely from their organisation’s main locations for at least some of their work-time - are an important and growing proportion of the workforce that share common characteristics of temporal and spatial distance. Yet, many leadership styles and management practices assume face-to-face interaction, potentially rendering them less helpful in trying to ensure good occupational safety and health (OSH) outcomes for distributed workers. We conducted a systematic literature review to examine the leadership and management of OSH for distributed workers. Twenty-three papers were identified. Eleven papers identified established leadership styles, including leader-member exchange, (safety specific) transformational and considerate leadership. Twenty papers examined management. Findings from these 20 papers were interpreted as representing resources, deployed through management and utilised by managers to ensure OSH for distributed workers, including communication technologies, social support and a good safety climate. Despite limited research in this area, findings indicate the importance of both leadership and management in ensuring OSH for distributed workers. Findings suggest a fertile area for future enquiry. [ABSTRACT FROM AUTHOR]

Nurse health and safety and the environments in which nurses work impact nurses, patient safety and quality of care, and organizational outcomes. In January 2018, we conducted a comprehensive national assessment of the overall health and safety of nephrology nurses and their work environments as a follow-up study to the 2014 study on Patient Safety Culture in Nephrology Nurse Settings conducted by American Nephrology Nurses Association. This article presents initial broad findings of this national study. Results identified a number of opportunities for improvement in nephrology nurse work environments, especially in the areas of staffing, optimizing the knowledge and skills of registered nurses, and mental and physical health. [ABSTRACT FROM AUTHOR]

The article provides a question on how leaders could establish an environment of psychological safety during volatile, uncertain, changing, and ambiguous (VUCA) conditions in healthcare.

The overall objective of this longitudinal study was to investigate the association between perceived leadership and employee well-being from a person-centred approach utilizing the principles of the conservation of resources theory (Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress.American Psychologist, 44, 513–524; Hobfoll, S. E. (2002). Social and psychological resources and adaptation.Review of General Psychology, 6, 307–324). First, we aimed to identify latent classes (i.e., subgroups) of employees that demonstrated similar mean levels of stability and change in occupational well-being (i.e., vigour and emotional exhaustion) across a mean time-lag of 14 months. Second, we ascertained whether employees in the latent well-being classes differed in their ratings of transformational, authentic, and abusive leadership behaviours across time. Self-report data were obtained from Finnish employees (N = 262, 88% women) working in a variety of municipal jobs. Using factor mixture modelling, four latent well-being classes were identified, indicating good (79%), low (10%), improving (8%), and deteriorating (3%) well-being. Congruence in both level and change of well-being and perceived leadership was found. That is, employees with better well-being across time reported more favourable leadership behaviours at both time points, and changes in employee well-being were reflected as changes in perceived leadership. The close relationship between perceived leadership and well-being is discussed from both a leader-centric (leadership as a resource) and a follower-centric (well-being as a resource) perspective. [ABSTRACT FROM PUBLISHER]

The author emphasizes the role of nursing leaders in maintaining psychological safety in the workplace. She describes psychological safety as a culture that welcomes open and honest communication. She cites the importance of supporting staff members who are victims of a psychologically unsafe culture. She points out the significance of communication skills to nursing practice as clinical skills.

An editorial is presented in which the study focus on occupational health psychology (OHP), published in Work & Stress. Topics discussed the effects of various sorts of job demands and job resources on worker health and well-being, bullying and aggression in the workplace, and the relation between effort and recovery; studies on several issues including challenges and issues in future research on leadership in OHP and the effects of leadership on follower well-being.

The article invites research papers that address challenges facing leaders in managing employee safety, health and well-being and in promoting a healthy and productive workforce and other challenges in leadership and occupational health psychology.