Cities Research Institute, Griffith University, Gold Coast and Brisbane, QLD 4215, Australia.
School of Engineering and Built Environment, Griffith University, Brisbane, QLD 4215, Australia.
Int J Environ Res Public Health. 2023 Jan 22;20(3):2022. doi: 10.3390/ijerph20032022.
Hospitals' operational performance during disasters varies from failing, to being responsive and resilient, to dealing with disruption and surprise. Transformational leaders enable continuously learning hospitals that are resilient in the face of disasters by adapting regeneratively and evolving beyond undertaking conventional lesson-learning after each disaster. However, learning from successful transformational leaders in healthcare is still ad hoc with a lack of guidance on how to develop such leaders. Hence, this study sought to identify key competencies of transformational leaders by exploring hospital leaders' actions in dealing with disasters, considering the disaster cycle of prevention, preparedness, response, and recovery (PPRR). A qualitative case-study design was adopted comprising in-depth semi-structured interviews with twelve senior hospital staff with operational leadership experience with disasters. Three significant categories (themes) and seven key component competencies (sub-themes, in brackets) of transformational leaders were revealed through the analysis of transcripts: (1) 'Governance and leadership' ('transformative agency' and 'decisive accountability'); (2) 'Planning and risk assessment' ('risk navigation', 'disaster attunement', and 'planning agility'); and (3) 'Communication and network engagement' ('communication accelerator' and 'collaboration innovator'). The authors propose a transformational leadership model for hospital disaster resilience and an assessment checklist for leaders' self-reflection to support hospitals in their transition to resilient operations.
医院在灾害期间的运作表现各不相同，从失败到反应灵敏和有弹性，再到应对中断和意外。变革型领导者能够使医院不断学习，在面对灾害时具有弹性，通过再生式适应和在每次灾害后超越常规的教训学习而不断发展。然而，从医疗保健领域成功的变革型领导者那里学习仍然是临时性的，缺乏关于如何培养此类领导者的指导。因此，本研究旨在通过探讨医院领导者在应对灾害时的行动，确定变革型领导者的关键能力，考虑灾害周期的预防、准备、应对和恢复（PPRR）。本研究采用定性案例研究设计，对 12 名具有灾害运营领导经验的资深医院工作人员进行了深入的半结构化访谈。通过对转录本的分析，揭示了变革型领导者的三个重要类别（主题）和七个关键组成能力（子主题，括号内）：（1）“治理和领导”（“变革代理”和“果断问责”）；（2）“规划和风险评估”（“风险导航”、“灾害调谐”和“规划敏捷性”）；（3）“沟通和网络参与”（“沟通加速器”和“合作创新者”）。作者提出了一个医院灾害恢复的变革型领导模型和一个领导者自我反思的评估清单，以支持医院向弹性运营的转变。
