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Background: The COVID-19 pandemic is our decade's largest global challenge of health leadership. There is an immediate urge to provide leadership and management with instruction during the extraordinary from before the recovery phase. Aim: To determine the influence of the COVID-19 disease outbreak on leadership challenges during this difficult time. Methods: This review of studies includes the work of scientists who have addressed the challenges of leadership at the time of COVID-19 pandemic. Furthermore, the references to the selected studies were used to locate additional research articles related to the topic challenges for leadership. Conclusion: This new situation of the pandemics needs the leaders in the healthcare system to face many challenges. These challenges are being manager of the care, making decisions, caring for employees, preparing for the unexpected, and updating the community about the situation. [ABSTRACT FROM AUTHOR]

Previous studies have concentrated on the value of managerial leadership for safety behavior conduct by employees in the workplace. However, safety leadership styles concerning mindful safety practices have rarely been examined. The goal of this study is therefore to investigate the relationships between safety-specific leaderships (transformational and active transactional leadership) and the adoption of mindful safety practices among first-line workers mediated by safety climate in the Chinese petroleum industry. Data were obtained from first-line workers in two Chinese petroleum companies. PLS-SEM results show that transformational and active transactional leadership are positively related to safety climate, which in turn affects mindful safety practice adoption in the Chinese petroleum industry. The results of the current study indicate that transformational and active transactional leadership in a safety-specific view offer a comprehensive leadership model for mindful safety practices conduct in the Chinese petroleum industry. [ABSTRACT FROM AUTHOR]

Objectives. In developing countries, health and safety is not given importance especially in small and medium-sized enterprises (SMEs). Incidents in health and safety are continuously increasing. The major reason is a lack of workplace safety culture. Secondly, enterprises lack resources, therefore it becomes hard for them to provide safety climate. Along with safety climate and safety culture, the behavior of leadership plays a significant role toward safety performance. Therefore, the purpose of this study is to analyze the moderating role of leadership for gaining safety performance through safety culture and safety climate. Methods. For the said purpose, the authors collected data from laborers and managers. A structured questionnaire was adopted and, after ensuring the reliability, structural equation modeling was applied. Results. The findings revealed that safety culture and safety climate both have a significant impact over safety performance; however, transformational leadership only moderates the relationship between safety culture and safety performance. Conclusions. Identification of the moderating role of transformational leadership is a significant contribution in social cognitive theory. Future researchers are also guided to identify the same link for large industries of developing countries. [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.

Purpose: This study aims to compare nurses' authentic leadership and perceptions of the safety climate and concepts association according to different areas of work and types of hospitals. Design/methodology/approach: A cross-sectional design was used to conduct this comparative study on 314 Jordanian nurses. The Authentic Leadership Questionnaire (ALQ) and the Safety Climate Survey (SCS) were used. Findings: Nurses in private hospitals were more educated. True leadership was mild. Unit nurses had higher ALQ and subscale mean scores. Armed forces hospitals had the highest ALQ subscales, while governmental hospitals had the lowest. The ALQ mean scores favored military hospitals. Governmental hospitals have a negative safety climate. Unit nurses had a higher SCS mean than ward nurses. Military, governmental and private hospitals are rated the safest. Nurses benefited from higher SCS scores in military hospitals. Nurses' ALQ and safety climate perceptions were moderately positive. Research limitations/implications: A larger, randomized and equal-sized sample is recommended in future studies to conclude different areas of work and hospitals. It is also recommended to report the confidence interval in further studies using different statistical methods, increasing confidence when interpreting statistical significance variables. Other mediating, moderating and predicting variables could be studied and compared across different areas of work and types of hospitals. Sample characteristics should be handled as confounding variables in the next planned study using various ways to control confounding variables such as randomization, restriction, matching, regression and statistical control. The authors plan to statistically control for the confounding variables by entering them into the regression model. Future studies could investigate safety culture; both safety culture and safety climate are formative and inclusive terms (Experts Insight, 2017). Practical implications: This paper fills in the gap in the literature and practice. Authentic leadership is associated with safety climate perceptions and varies across different areas of work and hospitals. Interventions are required to improve safety climate perceptions and promote authentic leadership in all settings and hospitals. Military hospitals ranked the highest in nurses' perceptions of authentic leadership and safety climate. Social implications: The current study's favorable association between authentic leadership and safety climate measurement would apply to many high-risk institutions, including public and private hospitals. It becomes necessary to include the impacts of authentic leadership on the safe climate within the nursing curriculum and continuing education courses. This may be put into action by executing a hands-on activity, followed by information and reflection conversations that highlight the link between authentic leadership and safety climate measurement. According to the findings of this study, authentic leadership appears to be a basic block in making a difference in nurses' views of safety climate. Originality/value: Authentic leadership style is a relatively new concept in the health-care sector, and its link to safety climate security still needs empirical evidence. It is still unclear how leadership resulted in more effective outcomes (Maziero et al., 2020). Few studies investigated both the concepts of authentic leadership and the nursing safety climate (Dirik and Intepeler, 2017; Lee et al., 2019a; Woo and Han, 2018). Aside from the scarcity of studies, no study has compared "working area," "department" or "hospital type" concepts. Few comparative studies have been conducted using concepts of interest. For example, authentic leadership was linked to empowerment and burnout (Laschinger et al., 2013) and nurses' satisfaction with safety climates (Vatani et al., 2021). No research has examined authentic leadership in Jordan's nursing and health-care context. Few studies focused on the safety climate other than authentic leadership (Abualrub et al., 2012) or the safety culture in Jordan rather than the safety climate (Khater et al., 2015). [ABSTRACT FROM AUTHOR]

Purpose: This aim of this study was to explore how hospital-based physicians in Sweden experienced the challenges in working conditions related to the provision of care during the initial response to the COVID-19 pandemic in 2020 when hospitals transitioned to pandemic care. Design/methodology/approach: The study has a qualitative design. Twenty-five hospital-based physicians were interviewed about their experiences from working in a hospital while healthcare organisations initially responded to COVID-19 pandemic in 2020. A thematic analysis was used to analyse the empirical material. Findings: The analysis resulted in four themes: involuntary self-management, a self-restrictive bureaucracy, passive occupational safety and health (OSH) management, and information overload. These themes reflect how the physicians perceived their work situation during the pandemic and how they tried to maintain quality care for their patients. Practical implications: The study gives valuable insights for formulating preparedness in regard to crisis management plans that can secure the provision of care for future emergencies in the healthcare services. Originality/value: This paper shows that a crisis management plans in the healthcare services should include decision structures and management, measures of risk assessment and OSH management, and the maintenance of personnel wellbeing. A prepared healthcare management can preserve quality care delivery while under crisis. [ABSTRACT FROM AUTHOR]

Recently, the promotion of safety participation (SP) has become a hot spot in behavioral safety research and safety management practice. To explore the relationship between safety leadership (SL) and SP, a theoretical model was established and 33 articles (35 independent samples) on work safety from 2000 to 2021 were selected for a meta-analysis. By evaluating the impact of SL, which incorporates transformational, transactional, and passive leadership styles, on work safety. The results show that SL has a positive impact on both safety climate (SC) and SP. Both safety transactional leadership (STAL) and safety transformational leadership (STFL) positively impact SP, and the impact of STFL is greater, while safety passive leadership (SPL) has no impact on SP. The study establishes that SC plays a partial mediating role between transformational SL and employee SP. Under the condition of a developed economic level or high-risk industry, SL indicated a greater influence on SP. Hence, it is recommended that when enhancing the SP of employees, the influence of the macro environment and SC should not be undermined. [ABSTRACT FROM AUTHOR]

We investigate the extent to which transformational leadership behaviours enacted by team members – shared transformational leadership – relate to safety behaviours of team members, teams, and team leaders. We also consider the role of perceived organizational support in moderating the relationships between shared transformational leadership and safety behaviours. We collected data from 2,139 crew members ('team members') and 98 chief engineers ('team leaders') working on merchant shipping vessels ('teams'). Team members' perceptions of shared transformational leadership positively related to team members' safety compliance and safety participation. Shared transformational leadership became less effective in relation to team members' safety compliance under conditions of high levels of perceived organizational support. Shared transformational leadership at the team level related to higher levels of safety participation of teams. Teams' shared transformational leadership was positively related to team leaders' safety participation, but only under low levels of perceived organizational support. Taken together, our findings demonstrate the important role of shared transformational leadership in relation to safety behaviours and suggest that the effectiveness of shared transformational leadership might vary depending on perceived organizational support. Practitioner points: Transformational leadership behaviours exercised by team members – shared transformational leadership – are associated with higher levels of mandated and discretionary safety behaviours of team members.Teams that have higher levels of shared transformational leadership demonstrate higher levels of team‐level discretionary safety behaviours.Shared transformational leadership is more strongly associated with employees' mandated safety behaviours under low levels of perceived organizational support.When leaders perceive low levels of organizational support, their teams' shared transformational leadership becomes a more important correlate of leaders' discretionary safety behaviours.In addition to traditional leadership training that involves formal leaders only, organizations should consider implementing activities that foster shared leadership behaviours. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Medical Imaging & Radiation Sciences is the property of Elsevier B.V. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Transactional and transformational safety leadership have been repeatedly found to be important for safety. Yet how transactional and transformational leadership behaviours are most effectively demonstrated can be dependent on the context and industry. Using an ethnographic approach, supervisor safety leadership was explored across eleven construction sites in Australia. The findings revealed that, within the construction site context, contingent reward, idealised influence, and management-by-exception behaviours demonstrated by supervisors closely aligned with their definitions in Full-Range Leadership Theory (FRLT). These three types of leadership behaviour reflect observation of supervisors' positive actions, which included: praising workers for good safety performance; proactively anticipating and attending to safety issues; and consistently leading-by-example with safety, even at times of significant production pressure. Other theoretically described dimensions of leadership behaviour, i.e. individual consideration, inspirational motivation, and intellectual stimulation, were not directly reflected in observed supervisors' behaviour in the way they are conceptualised in FRLT. The existence of a good supervisor-worker relationship enabled workers to comfortably raise safety issues, think creatively about how to undertake work safely, and talk to their supervisor if they were experiencing personal problems. These are motivational, intellectual, and empathetic elements of leadership, which do not directly align with the way leadership behaviours are conceptualised in mainstream FRLT. The study suggests that, in the construction worksite context, leadership behaviours may take a form that differs from theoretical ideal types and that ethnographically attained insights into supervisors' interactions with workers can contribute to understanding transformational and transactional leadership in practical terms. [ABSTRACT FROM AUTHOR]

Background: The complexities of the workplace environment in the downstream oil and gas industry contain several safety-risk factors. In particular, instituting stringent safety standards and management procedures are considered insufficient to address workplace safety risks. Most accident cases attribute to unsafe actions and human behaviors on the job, which raises serious concerns for safety professionals from physical to psychological particularly when the world is facing a life-threatening Pandemic situation, i.e., COVID-19. It is imperative to re-examine the safety management of facilities and employees' well-being in the downstream oil and gas production sector to establish a sustainable governance system. Understanding the inherent factors better that contribute to safety behavior management could significantly improve workplace safety features. Objective: This study investigates employees' safety behavior management model for the downstream oil and gas industry to consolidate the safety, health and wellbeing of employees in times of COVID-19. Methods: Nominal Group Technique (NGT) was first employed to screen primary behavioral factors from 10 workplace health and safety experts from Malaysia's downstream oil and gas industry. Consequently, 18 significant factors were identified for further inquiry. Next, the interpretive structural modeling technique was used to ascertain the complex interrelationships between these factors and proposed a Safety Behavioral Management Model for cleaner production. Results: This model shows that management commitment, employee knowledge and training, leadership, and regulations contribute significantly to several latent factors. Our findings support the Social Cognitive Theory, where employees, their environment, and their behaviors are related reciprocally. Conclusion: It is postulated that identifying safety factors and utilizing the proposed model guides various stakeholder groups in this industry, including practitioners and policymakers, for achieving long-term sustainability. [ABSTRACT FROM AUTHOR]

Although workplace bullying has been long recognised as an organisational level phenomenon, few studies have explored how different organisational factors come together to influence bullying risk. In this study, we integrate theories on organisational psychosocial safety climate (PSC) and social information processing to understand how PSC is related to bullying exposure, mediated through leadership. We conceptualise and find support for how both organisational and supervisory factors align to shape the likelihood of bullying. Both constructive and laissez-faire leadership are incorporated into the model to explore the positive and negative pathways from PSC to bullying in a high-risk sample: 1,231 employees from 47 New Zealand public sector agencies who face high levels of emotional labour demands in their work. Findings from multilevel modelling corroborate the direct negative effect of PSC on bullying and confirm the predicted mediated pathways through both types of leadership to bullying, which is negatively associated with job satisfaction. Our findings shed light on how organisational factors at different levels combine to influence bullying, highlighting the potential (and need) for a multi-faceted approach to the prevention of bullying and mitigation of its negative effects. [ABSTRACT FROM AUTHOR]

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]

Based on the social information processing theory and impression management theory, we construct a moderated mediation model to explore how and when subordinates' moqi affects safety behaviour. A questionnaire study was conducted, using cluster random sampling, to select 841 employees from a state-owned petrochemical enterprise in Chinese as the subjects, data was collected in two stages. Subordinates' moqi, job satisfaction, team psychological safety, and safety behaviour scales are chosen as measuring tools. Subordinates' moqi has positive effects on safety compliance and safety participation; job satisfaction mediates the relationship of subordinates' moqi and safety compliance, and safety participation; when team psychological safety is at a lower level, subordinates' moqi has a stronger promotion effect on safety compliance and safety participation through job satisfaction. Subordinates' moqi can be an effect way to promote safety behaviour, and job satisfaction might be a psychological process in the above relation. Team psychological safety plays a moderating role in this mediation process. KEY POINTS What is already known about this topic: There is a limit on the extent to which employees' safety behaviour can be improved through physical factors (such as safety equipment). Soft factors in organizations, such as leadership styles, leaders' behaviours, and safety culture have effects on safety behaviour. Subordinates who have a state of moqi with their supervisors can implicitly understand the intention and expectation of their supervisors, and ultimately perform behaviours expected by the supervisors. What this topic adds: The positive relationship between subordinates' moil and employee safety behaviour is discussed for the first time. We uncovered the psychological process of subordinates' moqi affecting safety behaviour, that is, the indirect role of job satisfaction. Team psychological safety can moderate the indirect effect of subordinates' moqi on safety behaviour through job satisfaction. [ABSTRACT FROM AUTHOR]

The article presents the discussion on improving the working conditions and safety for the million garment workers. Topics include impact and effectiveness of worker-focused initiatives at the community level overlooked with all the attention and resources; and increasing attention to OHS issues by the participating non-governmental organizations (NGOs).

Copyright of Saúde Coletiva is the property of MPM Comunicacao and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Drawing on social learning theory, this study theorizes how leader humility can promote employees' feedback-seeking behavior by enhancing their psychological safety, and tests employees' job insecurity as an important boundary. This moderated mediation model was tested by matched reports from 241 Chinese employees and their immediate leaders from various organizations. Results revealed that leader humility had a positive indirect effect on employees' feedback-seeking behavior through increasing their psychological safety. We further found that the effect of leader humility on employees' feedback-seeking behavior was stronger for employees in higher levels of job insecurity. These findings highlight the importance of leader characteristic and employees' uncertainty perception in the process of seeking feedback, providing theoretical and practical implications for leadership and employees' proactive behavior management. [ABSTRACT FROM AUTHOR]

Background: Flagging is a standardized way to communicate the risk of patient violence to workers. We add to the limited body of research on flagging by describing hospitals' approaches to and challenges with flagging patients with a history of violent behavior. Methods: We used a qualitative case study approach of hospitals in Ontario, Canada and their patient flagging practices. Key informants and our advisory committee identified 11 hospitals to invite to participate. Hospitals assisted in recruiting frontline clinical and allied health workers and managers to an interview or focus group. A document analysis of hospitals' flagging policies and related documents was conducted. Thematic analysis was used to analyze interview and focus group data. Findings: Five hospitals participated. Of the five hospitals, four had a flagging policy where frontline clinical workers (n = 58), frontline allied health workers (n = 31), and managers (n = 42) participated in an interview (n = 43) or focus group (n = 15). Participants described three challenges: patient stigmatization, patient privacy, and gaps in policy and procedures. Conclusion/Application to practice: Flagging patients with a history of violent behavior is one intervention that hospitals use to keep workers safe. While violence prevention was important to study participants, a number of factors can affect implementation of a flagging policy. Study findings suggest that hospital leadership should mitigate patient stigmatization (real and perceived) and perception of patient rights infringement by educating all managers and frontline workers on the purpose of flagging and the relationship between occupational health and safety and privacy regulations. Leadership should also actively involve frontline workers who are the most knowledgeable about how policies work in practice. [ABSTRACT FROM AUTHOR]

Offshore platforms have a high potential for major accidents. This study aimed to model the occurrence of unsafe behaviors based on safety climate and organizational leadership style using the fuzzy logic approach. This study was conducted among five oil platforms located in the Persian Gulf. Multifactor leadership and standard occupational safety climate questionnaires measured organizational leadership style and safety climate, respectively. To determine unsafe behaviors, a checklist of unsafe acts was used. Data analysis was performed using one‐way ANOVA and Pearson correlation coefficients in R4.1.0. A fuzzy logarithmic model and MATLAB software were used for modeling. There was a significant inverse relationship between transformational and transactional leadership style and the occurrence of unsafe behaviors. Findings revealed a significant correlation between the dimensions of the safety of the workplace and the neglecting dangers and the occurrence of unsafe behaviors. The fuzzy logarithmic model results showed that mentioned parameters are important risk factors for predicting unsafe behaviors. Findings revealed that transformational and transactional leadership styles, the workplace's safety, and neglecting dangers in oil platforms are among essential factors in unsafe behaviors. Using fuzzy logarithmic models can also be an effective way to predict unsafe behaviors in different workplaces. [ABSTRACT FROM AUTHOR]

With today's increasingly dynamic and competitive business environment, creativity is critical for enterprises to enhance their competitiveness. Companies today invest and seek new ways to enhance creativity of employees within the organization. Our study describes the effects of servant leadership, psychological safety, and employee well-being on creativity under the conservation of resources theory. We used a sample of 252 full-time employees in the United Kingdom who had been recruited online and collected their data for analysis. We conducted confirmatory factor analyses to test the validity of the measurement model and regression to evaluate the direct effects. Subsequently, we used bootstrapping to confirm mediation and serial mediation effects. The results showed that servant leadership was positively related to creativity and that psychological safety and employee well-being were serial mediators between them. [ABSTRACT FROM AUTHOR]

My experiences as a legitimate informal whistle-blower have afforded me an understanding of the dichotomy that is Trust allegiance and misplaced brand loyalty over and above both patient and staff safety, such that when poor care is spoken of as a potential or experienced from either angle, the general rule within healthcare management is not to acknowledge, reflect, mitigate and learn in order to improve, but instead to gaslight, deny and subordinate such that from a staff safety perspective they are caught between a rock and a hard place. This paper explores some of the opportunities which healthcare organizations could embrace to positively influence the effects of power and hierarchy on staff safety. Aims: This paper discusses the bigger picture of maternity services safety. Methods: This is a discussion piece. Findings: For some healthcare staff it is preferable to remain quiet, not rock the proverbial boat, and maintain deeply loyal allegiances to their employers over and above public protection. For others, the journey of honesty, integrity and tenacity carries a high price in terms of personal energy, health and financial compromise. Conclusion: This exploration into how power & hierarchy influence both staff and patient safety has identified and briefly explored some of the tensions created by misplaced brand loyalty inherent within healthcare institutions, and the legacy of harms resulting. [ABSTRACT FROM AUTHOR]

Exposure to psychosocial risks and workplace violence is associated with a higher prevalence of workers' mental health problems. The purpose of the present study was to examine the mediating role of workplace violence between psychosocial risks (ISOSTRAIN, effort-reward imbalance), organizational background (tyrannical leadership) and mental health problems (distress) among 1023 workers in three high complexity public hospitals in three regions of Chile. It was hypothesized that exposure to psychosocial risks and some organizational features (tyrannical leadership) is associated with lower levels of mental health and that part of this effect is mediated by exposure to workplace violence. A questionnaire was applied including the Negative Act Questionnaire Revised (NAQ-R), the Psychological Distress Screening, the Destructive Leadership Scale, the Effort-Reward Imbalance Questionnaire and the Job Content Questionnaire. Path analysis showed that exposure to psychosocial risks, tyrannical leadership and workplace violence increase levels of workers' distress. Part of the effect of psychosocial risks and tyrannical leadership on mental health is mediated by exposure to workplace violence. The article finishes by discussing the need to move forward in developing protocols and prevention of psychosocial risks and workplace violence, particularly in the context of public health work. [ABSTRACT FROM AUTHOR]

An exoskeleton is a body-worn mechanical device designed to work in concert with the user to enhance human capabilities. For the dismounted close combatant, an exoskeleton could be worn whilst performing a variety of complex tasks and duties. As such, there is a requirement for the human and the exoskeleton to readily adapt to different movements in different contexts. There have been many attempts to design an exoskeleton to improve the performance of the complex adaptive human system with limited success. Despite a vast investment in time and resources, exoskeletons have not yet been adopted for operational use by military leadership for use by the dismounted close combatant as they are yet to demonstrate substantive augmentation to individual warfighter and collective team capability. We argue that a major limitation of current exoskeleton systems is their inability to concurrently adapt to the user, task and environment. Unless a device can meet this requirement, it is unlikely to offer a comparative benefit to the dismounted close combatant. This paper will present the state of the art of current exoskeleton technology, and recommend future research necessary to reach an acceptable standard of augmentation and thereby lead to widespread adoption. [ABSTRACT FROM AUTHOR]

Occupational accidents in the construction sector are still a major concern with relevant costs at different levels, both individually and socially. We developed and tested two structural equation models to study, from the workers' point of view, the mediator role of working conditions and safety leadership on the relationship between safety culture and safety performance, in a Portuguese firm. This quantitative and correlational case study applied a questionnaire to a convenience sample of 320 workers. A structural equation modeling analysis showed that safety culture was predominant in predicting safety performance and that working conditions mediated this relationship, but safety leadership did not. The results allow company's managers gaining certain insights about the role of safety culture, working conditions and safety leadership on safety performance prediction and in the work accidents' prevention. Furthermore, likely may help to understand what is going on in other firms, in construction sector in Portugal, and to identify problematic areas needing to be addressed. [ABSTRACT FROM AUTHOR]

Nurses are known to be at an increased risk of death by suicide, and recent studies have found links between nurse suicide, substance use, mental health issues, and job problems. Because of stigma, inaccessibility of resources, and regulatory and legal issues, nurses are unlikely to seek help unless a crisis forces them into treatment. The purpose of this article is to review the current understanding of nurse suicide, the psychological impact of the novel coronavirus (COVID-19) pandemic, the strategic planning approach to identify the needs of nurses, and promising interventions and practices. Evidence-based strategies to intervene at the personal, institutional, and regulatory levels should be employed to reduce nurse suicide by focusing not only on suicide but also on treatment of substance and mental health issues, as well as a renewed focus on disciplinary procedures that may place nurses in immediate danger of death by suicide. Nurse leaders have a moral obligation to provide proactive, meaningful interventions to reduce the risk of death by suicide among nurses. [ABSTRACT FROM AUTHOR]

Drawing from the uncertainty management theory, we examine how authoritarian leadership and humble leadership interact with employee political skill to predict prohibitive voice. We conducted a two-wave survey study of 43 managers and 176 subordinates in a power company in China. Our findings indicate that authoritarian leadership has a minimal negative effect on the psychological safety of employees with higher political skill, which in turn leads to a minimal negative effect on their prohibitive voice. Moreover, humble leadership is positively associated with prohibitive voice for employees with lower political skill. For employees with higher political skill, no type of leadership behavior has a significant influence on their prohibitive voice. We outline the implications of these findings for both theoretical and managerial practices. [ABSTRACT FROM AUTHOR]

The article discusses a pharmacy incident command structure's (PICS) organized response to disaster in 2021. Topics covered include its hierarchy of team functions that address pharmacy-specific incident responses, its sections of communications, employee safety, clinical, drug-use policy/formulary, operations, and logistics, each led by a section chief, and the chief pharmacy officer direction of all PICS activities. Also noted is the PICS's efficient response to the coronavirus pandemic.

Copyright of Canadian Journal of Administrative Sciences (John Wiley & Sons, Inc.) is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Background: Leadership styles of a nurse manager have a profound influence on staff nurses' motivation to engage in formal nursing leadership roles; however, the mechanism underlying this pattern of influence remains unknown. Aim: To assess the direct and indirect effect of nurse managers' authentic leadership on staff nurses' motivation to engage in formal leadership roles, through the intermediary role of nurse work environment and leadership self‐efficacy. Methods: This cross‐sectional study involved 1534 nurses from 24 acute care hospitals in the Sultanate of Oman. Findings Nurse managers' authentic leadership was associated with staff nurses' motivation to engage in formal leadership roles. Nurse practice environment and leadership self‐efficacy mediated partially the association between authentic leadership and motivation to engage in formal leadership roles. Conclusion: Results of this study underscore the value of authentic leadership in creating a healthy work environment and fostering nurses' leadership self‐efficacy, resulting in greater motivation to engage in nursing leadership roles. Implications for Nursing Management: Organizational strategies to attract nurses to undertake leadership roles should include measures to bolster authentic leadership behaviours in nurse managers through theory‐driven leadership development programmes or interventions, continuing education, effective succession planning and creating a supportive work environment. [ABSTRACT FROM AUTHOR]

The article presents the professional policies approved by the American Society of Health System Pharmacists (ASHS) House of Delegates including the policies 2101-2112, 2113-2120, and 2121-2143 that were respectively approved in March, May, and June 2021. Policy topics covered include direct-to-consumer clinical genetic tests, pharmacogenomics, and universal influenza vaccination. Also noted is planned posting of the House of Delegates complete proceedings in the ASHA website.

Aims: To understand how nurses experience providing care for patients hospitalized with COVID‐19 in intensive care units. Background: As hospitals adjust staffing patterns to meet the demands of the pandemic, nurses have direct physical contact with ill patients, placing themselves and their families at physical and emotional risk. Methods: From June to August 2020, semi‐structured interviews were conducted. Sixteen nurses caring for COVID‐19 patients during the first surge of the pandemic were selected via purposive sampling. Participants worked in ICUs of a quaternary 1,000‐bed hospital in the Northeast United States. Interviews were transcribed verbatim, identifiers were removed, and data were coded thematically. Results: Our exploratory study identified four themes that describe the experiences of nurses providing care to patients in COVID‐19 ICUs during the first surge: (a) challenges of working with new co‐workers and teams, (b) challenges of maintaining existing working relationships, (c) role of nursing leadership in providing information and maintaining morale and (d) the importance of institutional‐level acknowledgement of their work. Conclusions: As the pandemic continues, hospitals should implement nursing staffing models that maintain and strengthen existing relationships to minimize exhaustion and burnout. Implications for Nursing Management: To better support nurses, hospital leaders need to account for their experiences caring for COVID‐19 patients when making staffing decisions. [ABSTRACT FROM AUTHOR]

Emergency departments (EDs) are the point of entry for infectious diseases, making it necessary to reevaluate current practices and make adjustments to decrease transmission when presented with a novel viral infection. This article discusses strategies implemented in the ED to prevent transmission of coronavirus disease-2019 (COVID-19) while identifying areas of needed change in creating a safe environment for patients, health care workers, and ancillary staff. A team approach is ultimately necessary for success; therefore, development of interprofessional teams was formed to mitigate any obstacles. Dissemination of the most current information regarding proper personal protective equipment use, triaging, patient flow, and treatment areas were implemented with weekly emails, videoconferencing, and daily huddles. Developing an efficient triage screening process, redesigning patient flow, and cohorting of patients and staff to a geographical location are essential to minimize transmission. Constant reevaluation of processes is necessary to meet all the needs of patients and health care staff to prevent the spread of COVID-19. [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]

Aims: To explore the experiences of strategic leads for nurse education as they sought to respond to the COVID‐19 pandemic. Design: We utilised a qualitative interpretative approach to explore education leaders' experiences of leading during the early months of the pandemic. Methods: Nineteen leaders with significant strategic responsibility for nurse education in Australia, Canada, New Zealand, Singapore and the United Kingdom were identified via purposive sampling and agreed to participate. Interviews were held between May and July 2020. Results: Four overarching themes arose from the analysis: (1) Crisis driven adaptability & flexibility; (2) Responsive, complex and changing communication; (3) Making decisions for student and staff safety; (4) Looking to the future; stronger partnerships. Conclusion: Internationally, while nursing education leaders faced different problems, they shared a common goal amidst the crisis to remain student‐centred. They demonstrated they were able to face major challenges, respond to large scale logistical problems and make decisions under significant and ongoing pressure. Impact: In responding to the pandemic, nurse leaders shared knowledge and offered mutual support. This bodes well for future collaboration. The move to online learning accelerated an existing trend and it seems likely that this will continue. Given the pressures they experienced over an extended period, the sector may wish to consider how it prepares and supports existing and future leaders. [ABSTRACT FROM AUTHOR]

Safety and employee retention are pressing issues for healthcare administrators. The theories of leadership, as evaluated on the spectrum from Transactional Leadership to Transformational Leadership, can provide an influential platform for organizational culture to improve safety and employee retention in the healthcare industry. A review of the literature on Transactional and Transformational Leadership demonstrated the components of employee retention to include psychological distress, psychological empowerment, burnout, job satisfaction, work engagement, absenteeism, and employee intention to stay or leave. The components of safety in the healthcare industry as related to Transactional and Transformational Leadership were defined as psychosocial working conditions, safety compliance, safety participation, adverse patient outcomes, medication safety, and quality of care. This illuminates the correlation between Transformational Leadership and the improved outcomes of safety and employee retention while supporting the negative effects of Transactional Leadership on safety and employee retention in the healthcare industry. These findings are relevant to all facets of healthcare administrators seeking to improve safety and employee retention in their organizations through leadership styles. [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]

Purpose A regional task force of health-system pharmacy leaders was created to assist with successful adoption of United States Pharmacopeia (USP) general chapter <800>. Summary A group of pharmacy leaders in the Kansas City region identified potential benefits to healthcare personnel and patients if hazardous drug handling procedures were standardized. A task force was created, a preimplementation survey was distributed, and meetings were held monthly to discuss sections of USP <800> identified as the most challenging to implement. The task force focused on an assessment of risk tool, hot topics, cleanroom design, and a detailed analysis of controversial medications. After the first year of meetings, a postimplementation survey was distributed, and the results were analyzed. The task force created significant value for the participants and achieved the goal of facilitating efficient USP <800> implementation resulting in greater compliance and consistency across the multiple health systems represented. Over 5,100 beds and 200 clinic sites were affected by this task force's efforts. Nearly three-fourths (73%) of respondents reported that the task force was "extremely helpful," and the majority (64%) of respondents adopted most or all (81%-100%) of the task force's assessment of risk choices. Prioritization of tasks, information sharing, and decision-making were areas where the individual leaders were most supported. Conclusion Creating a structure to eliminate barriers and facilitate collaboration among regional pharmacy leaders provided a framework for successful implementation of USP <800> requirements. This interdependent leadership model produced innovative and standardized solutions and should be considered when addressing complicated initiatives that impact the profession. [ABSTRACT FROM AUTHOR]

Background: Occupational health professionals (OHPs) are in a unique position to impact the health and well-being of employees at work and outside of work. One way of achieving this holistic health goal is to integrate the concept of Total Worker Health® (TWH) into the organization's culture. It is critical for OHPs to develop the ability to incorporate TWH into their practices, yet there are gaps in our understanding of OHP's attitudes toward change and toward TWH, their level of TWH knowledge, and the number of OHPs who have adopted TWH. Methods: An electronic survey was administered to a national sample of 4,777. This cross-sectional study used Qualtrics to record survey responses measuring knowledge of TWH, attitude toward change, resistance to change, transformational leadership ability, perception of organizational readiness, and leadership commitment. Findings: The total sample size was 253 (5.3%). Most respondents were bachelors prepared nurses (75.1%) with greater than 10 years' experience (71.5%) and employed in manufacturing (42.6%). Approximately 74% (n = 125) of respondents knew about TWH, but did not have a program in place or were unsure of the existence of one. A high percentage (74.0%) were open to implementing TWH, had favorable attitudes toward change (M = 3.9 on a 5-point Likert-type scale), but needed education on how to move forward (56.0%). Conclusions/Application to Practice: Findings suggest that most OHPs know about TWH, but generally have not adopted the TWH concept at their worksites. However, they are open to implementing TWH programs and have favorable attitudes toward change. [ABSTRACT FROM AUTHOR]