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The implications of COVID-19 on health care systems globally are proving to be immense, with unforeseen impacts that are still to fully emerge. Local and national health care systems, hospitals and health care workers have been overwhelmed by the needs of patients and limited by weaknesses in resources, staff capacity and distribution networks. These circumstances impact the ergonomic conditions within which health care staff work, and subsequently their behavioural responses. In this commentary we argue that urgent research is needed globally to bridge the evidence gap that exists on how best to support health care workers with the repercussions of working on the frontline of a pandemic. Leadership on the frontline is what matters. It is not only what policies, guidelines and checklists are in place to support nurses, doctors and health care workers; it is the actions and behaviours of their frontline and local leaders in implementing initiatives that really make the difference. Recognising that the leadership style, organisational culture, and the model of successful implementation are inextricable is the first step to ensure sustainable interventions to support health care workers’ wellbeing will follow.
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COVID-19: Leadership On The Frontline Is What Matters When We Support Health Care Workers
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