Author Affiliations: Assistant Professor (Dr Udod), College of Nursing, Rady Faculty of Health Sciences, University of Manitoba, Winnipeg, Manitoba; Professor (Dr MacPhee), School of Nursing, University of British Columbia, Vancouver, British Columbia; Associate Professor (Dr Baxter), McMaster School of Nursing, McMaster University, Hamilton, Ontario, Canada.
J Nurs Adm. 2021 Nov 1;51(11):537-540. doi: 10.1097/NNA.0000000000001060.
Nurses and nurse leaders are working in unprecedented intense and demanding environments, and the COVID-19 pandemic continues to place strain on their mental well-being. If stressful work conditions remain at extraordinary high levels, nurses and leaders may ultimately leave their positions, creating even more uncertainty in the workforce. Enhancing individual resilience has become a superficial response in retaining nurses during a global nursing shortage. We argue that resilience is not solely an individual responsibility. Rather, resilience it is a mutual responsibility between the individual and the organization. In this article, we discuss how nurse leaders can foster organizational resilience while also enhancing their own individual resilience within the current pandemic environment, and as we transition to a post-COVID environment.
护士和护理领导者正处于前所未有的紧张和高要求环境中，而 COVID-19 大流行继续对他们的心理健康造成压力。如果工作条件仍然处于非常高的压力水平，护士和领导者最终可能会离职，从而使劳动力更加不稳定。在全球护士短缺的情况下，提高个人韧性已成为留住护士的一种表面应对措施。我们认为，韧性不仅仅是个人的责任。相反，韧性是个人和组织之间的共同责任。在本文中，我们将讨论在当前大流行环境下，以及在向 COVID-19 后环境过渡时，护理领导者如何培养组织韧性，同时增强自己的个人韧性。
