ArticleJournal of healthcare leadership2021
Healthcare Leadership in the COVID-19 Pandemic: From Innovative Preparation to Evolutionary Transformation.
Article in Journal of healthcare leadership, 2021. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 12 papers.
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Who cites it
12 citing papers in PubMed, 37 citations in OpenAlex.
- Forecasting the future of smart hospitals: findings from a real-time delphi study.BMC health services research · 2024Article
- The Reality of Healthcare Professionals in Leadership Positions at the Onset of the COVID-19 Pandemic.International journal of environmental research and public health · 2024Article
- The Role of Healthcare Leaders in Promoting Vaccine Acceptance in Saudi Arabia.Journal of healthcare leadership · 2024Article
- The Impact of the COVID-19 Pandemic on One-Year Mortality in Geriatric Hip Fracture: A Retrospective Cohort Study.Geriatric orthopaedic surgery & rehabilitation · 2024Article
- Exploring virtual care clinical experience from non-physician healthcare providers (VCAPE).SSM. Qualitative research in health · 2023Article
- The role of local context for managers' strategies when adapting to the COVID-19 pandemic in Norwegian homecare services: a multiple case study.BMC health services research · 2023Review
- Maximizing student potential: Lessons for pharmacy programs from the patient safety movement.Exploratory research in clinical and social pharmacy · 2023Article
- Post-COVID-19 functional limitations in hospitalized patients and associated risk factors: A 3-month follow-up study.Physiotherapy research international : the journal for researchers and clinicians in physical therapy · 2022Article
- Physician Engagement before and during the COVID-19 Pandemic in Thailand.Healthcare (Basel, Switzerland) · 2022Article
- Educational adaptation to clinical training during the COVID-19 pandemic: a process analysis.BMC medical education · 2022Article
- Navigating the pandemic in an acute-care hospital-The overlooked relationship between hospital leadership and infection prevention.Antimicrobial stewardship & healthcare epidemiology : ASHE · 2022Article
- Barriers and enablers of breastfeeding in mother-newborn dyads in institutional settings during the COVID-19 pandemic: A qualitative study across seven government hospitals of Delhi, India.Frontiers in nutrition · 2022Article
Corrections and comments
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Authors and funding
7 authors at 2 institutions in 1 country.
Funding
No grant is acknowledged in the PubMed record.
Abstract
purposeIn pandemics, centralized healthcare leadership is a critical requirement. The objective of this study was to analyze the early development, operation, and effectiveness of a COVID-19 organizational leadership team and transformation of healthcare services at West Virginia University Hospitals and Health System (WVUHS). The analysis focused on how Kotter's Leading Change eight-stage paradigm could contribute to an understanding of the determinants of successful organizational change in response to the COVID-19 pandemic.
methodsThe fifteen core leaders of WVUHS COVID-19 strategic system were interviewed. A qualitative thematic analysis of the interviews was used to evaluate key aspects of leadership dynamics and system-wide changes in healthcare policies and protocols to contain the pandemic. Outcome measures included the degree to which WVUHS could handle and contain COVID-19 cases as well as COVID-19 death and vaccination rates in West Virginia compared with other states.
resultsThe leadership team radically and rapidly revamped nearly all healthcare policies, procedures, and protocols for WVUHS hospitals and clinics, and launched a Hospital Incident Command System. As a result of this effective leadership team and strategic plan, WVUHS surge capacity was adequate for COVID-19 cases. In addition, West Virginia was an early frontrunner in COVID-19 vaccination rates as well as lower death rates.
conclusionWVUHS's leadership response to the COVID-19 pandemic followed Kotter's eight-stage paradigm for Leading Change in organizations, including the establishment of a sense of urgency, formation of a powerful guiding coalition, creation of a vision, communication of the vision, empowerment of others to act on the vision, plan for and creation of short-term wins, consolidation of improvements and production of more changes, and institutionalization of new approaches. This approach was effective in limiting the spread and impact of COVID-19 within the hospital network and across the state, with many lessons learned along the way.
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Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.