Seven leadership and followership lessons from kidney transplantation during lockdown.
COVID-19
clinical leadership
followership
multi-disciplinary
Journal
BMJ leader
ISSN: 2398-631X
Titre abrégé: BMJ Lead
Pays: England
ID NLM: 101757339
Informations de publication
Date de publication:
Sep 2023
Sep 2023
Historique:
received:
10
05
2022
accepted:
06
02
2023
pubmed:
16
5
2023
medline:
16
5
2023
entrez:
16
5
2023
Statut:
ppublish
Résumé
The renal transplant team in Northern Ireland performed 70 transplants in 61 days during the first wave of COVID-19, an 8-fold increase in their typical activity. Mobilising diverse professional skills to achieve this number, especially under COVID-19 conditions, required extraordinary effort on the part of everyone involved along the transplant patient pathway, management and staff from other patient groups. Fifteen transplant team members were interviewed to explore their experiences during this time. Seven key leadership and followership lessons, contextualised within The Healthcare Leadership model, were learnt from these experiences. While circumstances were untypical, the achievement and motivation of staff were no less commendable. We contend that this was not only because of the unusual circumstances but as a result of extraordinary leadership and followership, teamworking and individual agility.Recommendations for those leading services which require a quick response and collaborative effort are made.
Sections du résumé
BACKGROUND
BACKGROUND
The renal transplant team in Northern Ireland performed 70 transplants in 61 days during the first wave of COVID-19, an 8-fold increase in their typical activity. Mobilising diverse professional skills to achieve this number, especially under COVID-19 conditions, required extraordinary effort on the part of everyone involved along the transplant patient pathway, management and staff from other patient groups.
METHODS
METHODS
Fifteen transplant team members were interviewed to explore their experiences during this time.
RESULTS
RESULTS
Seven key leadership and followership lessons, contextualised within The Healthcare Leadership model, were learnt from these experiences.
CONCLUSIONS
CONCLUSIONS
While circumstances were untypical, the achievement and motivation of staff were no less commendable. We contend that this was not only because of the unusual circumstances but as a result of extraordinary leadership and followership, teamworking and individual agility.Recommendations for those leading services which require a quick response and collaborative effort are made.
Identifiants
pubmed: 37192095
pii: leader-2022-000636
doi: 10.1136/leader-2022-000636
doi:
Types de publication
Journal Article
Langues
eng
Sous-ensembles de citation
IM
Pagination
226-228Informations de copyright
© Author(s) (or their employer(s)) 2023. No commercial re-use. See rights and permissions. Published by BMJ.
Déclaration de conflit d'intérêts
Competing interests: None declared.