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Facing the Post-Pandemic Challenges: The Role of Leadership Effectiveness in Shaping the Affective Well-Being of Healthcare Providers Working in a Hybrid Work Mode

Author

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  • Karolina Oleksa-Marewska

    (Institute of Management and Quality Sciences, WSB University in Poznan, 61-895 Poznan, Poland)

  • Joanna Tokar

    (Institute of Management and Quality Sciences, Humanitas University in Sosnowiec, 41-200 Sosnowiec, Poland)

Abstract

The COVID-19 pandemic has brought new challenges to the medical industry, including hybrid work, in which specialists can perform some of their duties remotely, in addition to physical contact with patients and their teams. Hybrid work provides opportunities, but also generates difficulties (e.g., accurate long-distance diagnosis); therefore, there is a need to ensure the well-being of healthcare workers, especially in the context of leadership strategies. As there is little research on leadership practices in remote and hybrid medical worker management, this study analyses the relationship between certain behavioural strategies and competencies of leaders and the affective well-being of hybrid employees. The research was conducted among a group of employees (N = 135) from seven countries who provide healthcare in a hybrid model. The correlations between the variables showed the statistical significance of all leadership strategies introduced into the model and focused on building involvement (employee empowerment and team orientation), creating a shared vision, defining clear goals and strategies, promoting adaptability (change management, promotion of organisational learning and patient focus), managing consistency through shared values, agreement and effective coordination, as well as competencies such as communicativeness, credibility, self-development and digital readiness. Despite the significance of all the relationships, the linear regression showed that the variability of affective well-being was explained mainly by the adaptability leadership strategy. The results of the study expand the knowledge on the competencies of healthcare leaders, and shed new light on the management of medical employees performing remote and hybrid work. Because such research into well-being has not been published to date, the analysis begins an important discussion on redefining leadership in the healthcare sector, taking into account the digital transformation.

Suggested Citation

  • Karolina Oleksa-Marewska & Joanna Tokar, 2022. "Facing the Post-Pandemic Challenges: The Role of Leadership Effectiveness in Shaping the Affective Well-Being of Healthcare Providers Working in a Hybrid Work Mode," IJERPH, MDPI, vol. 19(21), pages 1-19, November.
    • Handle: RePEc:gam:jijerp:v:19:y:2022:i:21:p:14388-:d:962029
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    References listed on IDEAS

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    Cited by:

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    2. Patricia Tegtmeier & Corinna Weber & Sabine Sommer & Anita Tisch & Sascha Wischniewski, 2022. "Criteria and Guidelines for Human-Centered Work Design in a Digitally Transformed World of Work: Findings from a Formal Consensus Process," IJERPH, MDPI, vol. 19(23), pages 1-31, November.
    3. Kirsten Barnicot & Rose McCabe & Angeliki Bogosian & Renos Papadopoulos & Mike Crawford & Peter Aitken & Tanja Christensen & Jonathan Wilson & Bonnie Teague & Ravi Rana & Donna Willis & Ryan Barclay &, 2023. "Predictors of Post-Traumatic Growth in a Sample of United Kingdom Mental and Community Healthcare Workers during the COVID-19 Pandemic," IJERPH, MDPI, vol. 20(4), pages 1-20, February.
    4. Jan Graevenstein, 2023. "Introducing New Modes of Organizational Collaboration: A Change Management Perspective," European Journal of Marketing and Economics Articles, Revistia Research and Publishing, vol. 6, ejme_v6_i.

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