École interdisciplinaire des sciences de la santé/Interdisciplinary School of Health Sciences, université d'Ottawa /University of Ottawa, 25 University Private, Ottawa, ON, K1N 7K4, Canada.
DeGroote School of Business, McMaster University, Hamilton, ON, L8S 4E8, Canada.
BMC Health Serv Res. 2024 May 7;24(1):590. doi: 10.1186/s12913-024-11061-5.
The COVID-19 pandemic triggered an unprecedented transition from in-person to virtual delivery of primary health care services. Leaders were at the helm of the rapid changes required to make this happen, yet outcomes of leaders' behaviours were largely unexplored. This study (1) develops and validates the Crisis Leadership and Staff Outcomes (CLSO) Survey and (2) investigates the leadership behaviours exhibited during the transition to virtual care and their influence on select staff outcomes in primary care.
We tested the CLSO Survey amongst leaders and staff from four Community Health Centres in Ontario, Canada. The CLSO Survey measures a range of crisis leadership behaviors, such as showing empathy and promoting learning and psychological safety, as well as perceived staff outcomes in four areas: innovation, teamwork, feedback, and commitment to change. We conducted an exploratory factor analysis to investigate factor structure and construct validity. We report on the scale's internal consistency through Cronbach's alpha, and associations between leadership scales and staff outcomes through odds ratios.
There were 78 staff and 21 middle and senior leaders who completed the survey. A 4-factor model emerged, comprised of the leadership behaviors of (1) "task-oriented leadership" and (2) "person-oriented leadership", and select staff outcomes of (3) "commitment to sustaining change" and (4) "performance self-evaluation". Scales exhibited strong construct and internal validity. Task- and person-oriented leadership behaviours positively related to the two staff outcomes.
The CLSO Survey is a reliable measure of leadership behaviours and select staff outcomes. Our results suggest that crisis leadership is multifaceted and both person-oriented and task-oriented leadership behaviours are critical during a crisis to improve perceived staff performance and commitment to change.
COVID-19 大流行促使初级保健服务从面对面模式向虚拟模式进行前所未有的转变。领导者在实现这一转变所需的快速变革中发挥了主导作用，但领导者行为的结果在很大程度上仍未得到探索。本研究（1）开发和验证了危机领导力和员工结果（CLSO）调查，（2）调查了在向虚拟护理过渡期间表现出的领导行为及其对初级保健中特定员工结果的影响。
我们在加拿大安大略省的四个社区卫生中心对领导者和工作人员进行了 CLSO 调查。CLSO 调查衡量了一系列危机领导行为，例如表现出同理心、促进学习和心理安全，以及在四个方面感知到的员工结果：创新、团队合作、反馈和对变革的承诺。我们进行了探索性因素分析，以研究结构和构念效度。我们通过克朗巴赫α报告了量表的内部一致性，以及领导量表与员工结果之间的关联通过优势比报告。
共有 78 名员工和 21 名中高级领导者完成了调查。出现了一个 4 因素模型，由（1）“任务导向型领导”和（2）“以人为本的领导”两种领导行为以及（3）“持续变革承诺”和（4）“绩效自我评估”两个员工结果组成。量表表现出较强的结构和内部有效性。任务和以人为本的领导行为与两个员工结果呈正相关。
CLSO 调查是一种可靠的领导行为和员工结果的衡量标准。我们的结果表明，危机领导力是多方面的，在危机期间，以人为本和任务导向的领导行为对于提高员工绩效和对变革的承诺至关重要。
