Why time matters when it comes to resilience: how the duration of crisis affects resilience of healthcare and public health leaders
Article
Förster, C, Füreder, N, Hertelendy, A. (2023). Why time matters when it comes to resilience: how the duration of crisis affects resilience of healthcare and public health leaders
. PUBLIC HEALTH, 215 39-41. 10.1016/j.puhe.2022.11.024
Förster, C, Füreder, N, Hertelendy, A. (2023). Why time matters when it comes to resilience: how the duration of crisis affects resilience of healthcare and public health leaders
. PUBLIC HEALTH, 215 39-41. 10.1016/j.puhe.2022.11.024
The meaning of time, especially in crisis, where situations are likely to become even more complex, uncertain, and disruptive, is crucial. Incorporating previous research on organizational crises, organizational resilience, extreme context, and individual resilience, we know that leaders do play a crucial role when it comes to handle adversity in organizations but also that leaders might influence organizational resilience and employee resilience. Intensified by the COVID-19 pandemic, the leaders' ability to effectively deal with a critical situation becomes even more important in healthcare organizations. We argue that time is not only important when it comes to crisis management but also that it is highly significant when it comes to leaders' resilience. Considering the aspect of time implies that different temporal demands, especially regarding the persistence of adversity, require different resilience strategies applied by the leader. Therefore, we call for future research on examining how different leaders’ resilience strategies (short term vs. long term) affect crisis management outcomes as well as the resilience in healthcare and public health organizations.
