ArticleJournal of advanced nursing2025
Leading through the COVID-19 pandemic: Experiences of UK Executive Nurse Directors.
Article in Journal of advanced nursing, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 4 papers.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
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Who cites it
4 citing papers in PubMed.
- Nurse Managers' Experiences and Competency Requirements in the Care of Patients with Emerging Infectious Diseases: A Meta-Synthesis.Healthcare (Basel, Switzerland) · 2026Review
- "I can't endure it" vs. "I can handle it" - experiencing work fatigue risk for nurses: a qualitative study.BMC nursing · 2025Article
- Leading through the COVID-19 pandemic: Experiences of UK Executive Nurse Directors.Journal of advanced nursing · 2025Article
- Political Influence, Facilitators and Barriers in the Decision-Making Processes of Executive Nurse Leaders During the COVID-19 Pandemic in Spain: An Ethnographic Study.Journal of nursing management · 2025Article
Corrections and comments
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Authors and funding
5 authors.
Funding
Abstract
aimTo explore the challenges experienced by Executive Nurse Directors during the COVID-19 pandemic, and to inform future nursing leadership strategies.
designA qualitative research project involving interviews with 21 Executive Nurse Directors from England and Wales.
methodsParticipants were purposively sampled and recruited through Chief Nursing Officers and nursing leadership networks. Semi-structured interviews were conducted and recorded online via Teams. Braun and Clarke's approach to thematic reflexive analysis was applied to data analysis.
resultsExecutive Nurse Directors played a critical role during the COVID-19 pandemic. Six themes are explored: tensions, and adaptive response to personal leadership styles; uncertainty and support at the board level; responding to national political decision-making; the personal and emotional impact of the role and the sources of effective support; the voice and public profile of nursing; lessons learnt and strategies for future leadership development. Enablers of decision-making included effective multidisciplinary working, freedom from normal organizational constraints, support for innovation, and the development of stronger bonds with colleagues. Barriers to decision-making included limited knowledge of the virus and its impact and lack of guidance, particularly at a national level. Priorities, strategies and actions for recovery include recognizing the emotional impact of being in a high-level decision-making role, protecting staff from burnout and understanding the long-term implications of pandemic work for nurse leaders.
conclusionFuture strategies for nursing leadership during public health, national and global emergencies are recommended. IMPACT: This study contributes to the literature exploring the Executive Nurse Director role and their experiences of leading through the COVID-19 pandemic, and identifies priorities, strategies and actions for recovery and learning for the future of senior leadership. REPORTING
methodThe study adhered to the Consolidated Criteria for Reporting Qualitative Research. PATIENT OR PUBLIC CONTRIBUTION: No patient or public contribution.
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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.