Submission ID 118573
| Issue/Objective | The COVID-19 pandemic exposed profound structural and leadership challenges across global healthcare systems. While frontline worker experiences have been widely documented, the perspectives of healthcare managers/leaders-who bore the responsibility for crisis coordination, resource allocation, and staff support-remain underexplored. This scoping review synthesizes existing evidence to illuminate the lived experiences, leadership adaptations, and operational challenges faced by healthcare managers during the pandemic, offering critical lessons for future public health emergencies. |
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| Methodology/Approach | This scoping review was guided by Tricco et al.'s (2018) Preferred Reporting Items for Systematic reviews and Meta-Analysis extension for Scoping Reviews (PRISMA-ScR). Seven electronic databases (EMBASE, Emcare, CINAHL, MEDLINE (Ovid), PsycINFO, Scopus, and Web of Science) were systematically searched for peer-reviewed articles published in English from January 2020 onward. Eligible studies included those focusing on healthcare leadership/management experiences during the pandemic across primary healthcare settings. Additional relevant studies were identified through handsearching. After screening, 280 articles were included. Data were thematically analyzed using both manual coding and Delve-assisted qualitative software to ensure analytical rigor. |
| Results | Four overarching themes emerged as particularly central to the lived experiences of healthcare managers. Under Management/Leadership Approaches and Challenges, managers described making high-stakes decisions with limited guidance, rapidly adapting organizational processes, and often feeling the weight of responsibility without adequate structural support. Communication and Collaboration emerged as a lifeline for navigating uncertainty; effective leaders relied on timely, transparent communication to maintain team cohesion, manage conflict, and foster trust. Within Adaptive Strategies, managers redesigned care models, implemented novel staffing solutions, and integrated digital tools to sustain operations and respond to evolving service demands. Coping Mechanisms and Resilience Strategies revealed how managers drew on personal and collective resources-such as peer support, reflective practice, and purpose-driven leadership-to mitigate emotional exhaustion and maintain stability under prolonged stress. |
| Discussion/Conclusion | This review provides timely, actionable insights into the capabilities and support systems needed to lead effectively under crisis. It underscores the value of promoting leadership development programs that simulate high-pressure scenarios, fostering emotional intelligence, and ensuring that leaders have clear channels of communication and mental health support. The findings are particularly relevant for building resilient healthcare systems capable of withstanding future shocks. |
| Presenters and affiliations | Mawukoenya Theresa Sedzro Western University Sheila Boamah McMaster University Alexta Alexander McMaster University Kate Ramirez McMaster University Sanzida Shams McMaster University Owen Zhou McMaster University Dana Rugole McMaster University |
