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Exploring Hybrid Leadership: Experiences of Remote Leadership in Healthcare
Maria Ameel1, Mika Myllynen, Susanna Kallakorpi
1Author Affiliations: Development Manager (Dr Ameel) and Deputy Nurse Manager (Mr Myllynen), Helsinki University Hospital Brain Center, Helsinki; Postdoc Researcher (Dr Ameel), Department of Nursing Science, University of Turku, Turku; Deputy Nurse Manager (Mr Myllynen), Department of Psychiatry, University of Helsinki, Helsinki; and Senior Lecturer (Ms Kallakorpi), Diaconia University of Applied Sciences, Helsinki, Finland.
Objective:
The aim of this study was to describe leaders' experiences of remote leadership during the 1st year of the COVID-19 pandemic.
Background:
The COVID-19 pandemic accelerated remote work. However, there is little research on the experience of remote leadership in the healthcare setting.
Methods:
Data were collected using focus group interviews and analyzed by thematic analysis.
Results:
A total of 8 leaders from a psychiatric care setting participated. The following themes were identified: increased work efficiency, work well-being, lack of organizational support, the need to be present, and the desire for a hybrid leadership model for the future.
Conclusions:
Remote leadership includes both benefits and challenges for healthcare leaders and organizations. Leaders in this study emphasized the need to be present for the clinical personnel and proposed a hybrid leadership model. To succeed in combining remote and face-to-face work and leadership in a new model, organizations need to provide clear guidelines and training for remote work and leadership.
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