Nurse leaders’ perceptions of future leadership in hospital settings in the post-pandemic era
| Subcategories (n = 26) | Categories (n = 11) | Main categories (n = 5) |
|---|---|---|
| Possibilities of implementing digitalisation to leadership Resources needed for implementing digitalisation | Using digitalisation in leadership | Digitalisation and hybrid working culture |
| Possibilities of adoption of remote leadership | Development of hybrid working culture in leadership | |
| Challenges of hybrid work in leadership | ||
| Improving work conditions | Enhancing work engagement of professionals | Development of sustainable working conditions |
| Competence in leading new generations | ||
| Increasing appreciation of professionals | ||
| Supplying constant support for professionals’ well-being | Increasing well-being at work | |
| Supporting the well-being of leaders | ||
| Change to a new normal | Recovering from the pandemic | Moving smoothly to the post-pandemic era |
| Assessing and restructuring operations caused by the pandemic | ||
| Reflecting on the pandemic within the organisation | ||
| Combination of strategical procedures for dealing with future crises | Anticipating and preparing for the future crises | |
| Strengthening crisis leadership competence | ||
| Restructuring hierarchy in the organisation | Using shared leadership | Dissolution of traditional regimes of organisational structure |
| Sharing responsibilities of leaders | ||
| Improving communality in work communities | Enhancing cooperation in the organisation | |
| Strengthening interaction within the organisation and environment | ||
| Enhancing meaningful presence of leaders | Increasing authentic encounters in leadership | Flexibility in leadership |
| Transparent communication | ||
| Self-awareness of leaders | Developing strong self-leadership | |
| Resilience of leaders | ||
| Prioritising one’s own time and tasks | ||
| Flexible leading of complexity Leading with knowledge within large entities Enhancing information flow | Enhancing agility in organisation | |
| Subcategories ( | Categories ( | Main categories ( |
|---|---|---|
| Possibilities of implementing digitalisation to leadership | Using digitalisation in leadership | Digitalisation and hybrid working culture |
| Possibilities of adoption of remote leadership | Development of hybrid working culture in leadership | |
| Challenges of hybrid work in leadership | ||
| Improving work conditions | Enhancing work engagement of professionals | Development of sustainable working conditions |
| Competence in leading new generations | ||
| Increasing appreciation of professionals | ||
| Supplying constant support for professionals’ well-being | Increasing well-being at work | |
| Supporting the well-being of leaders | ||
| Change to a new normal | Recovering from the pandemic | Moving smoothly to the post-pandemic era |
| Assessing and restructuring operations caused by the pandemic | ||
| Reflecting on the pandemic within the organisation | ||
| Combination of strategical procedures for dealing with future crises | Anticipating and preparing for the future crises | |
| Strengthening crisis leadership competence | ||
| Restructuring hierarchy in the organisation | Using shared leadership | Dissolution of traditional regimes of organisational structure |
| Sharing responsibilities of leaders | ||
| Improving communality in work communities | Enhancing cooperation in the organisation | |
| Strengthening interaction within the organisation and environment | ||
| Enhancing meaningful presence of leaders | Increasing authentic encounters in leadership | Flexibility in leadership |
| Transparent communication | ||
| Self-awareness of leaders | Developing strong self-leadership | |
| Resilience of leaders | ||
| Prioritising one’s own time and tasks | ||
| Flexible leading of complexity | Enhancing agility in organisation | |
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