Abstract：
OBJECTIVE: To explore the challenges experienced by Executive Nurse Directors during the COVID-19 pandemic, and to inform future nursing leadership strategies.
METHODS: A qualitative research project involving interviews with 21 Executive Nurse Directors from England and Wales.
METHODS: Participants were purposively sampled and recruited through Chief Nursing Officers and nursing leadership networks. Semi-structured interviews were conducted and recorded online via Teams. Braun and Clarke\'s approach to thematic reflexive analysis was applied to data analysis.
RESULTS: Executive Nurse Directors played a critical role during the COVID-19 pandemic. Six themes are explored: tensions, and adaptive response to personal leadership styles; uncertainty and support at the board level; responding to national political decision-making; the personal and emotional impact of the role and the sources of effective support; the voice and public profile of nursing; lessons learnt and strategies for future leadership development. Enablers of decision-making included effective multidisciplinary working, freedom from normal organizational constraints, support for innovation, and the development of stronger bonds with colleagues. Barriers to decision-making included limited knowledge of the virus and its impact and lack of guidance, particularly at a national level. Priorities, strategies and actions for recovery include recognizing the emotional impact of being in a high-level decision-making role, protecting staff from burnout and understanding the long-term implications of pandemic work for nurse leaders.
CONCLUSIONS: Future strategies for nursing leadership during public health, national and global emergencies are recommended.
CONCLUSIONS: This study contributes to the literature exploring the Executive Nurse Director role and their experiences of leading through the COVID-19 pandemic, and identifies priorities, strategies and actions for recovery and learning for the future of senior leadership.
UNASSIGNED: The study adhered to the Consolidated Criteria for Reporting Qualitative Research.
UNASSIGNED: No patient or public contribution.
METHODS: A qualitative research project involving interviews with 21 Executive Nurse Directors from England and Wales.
METHODS: Participants were purposively sampled and recruited through Chief Nursing Officers and nursing leadership networks. Semi-structured interviews were conducted and recorded online via Teams. Braun and Clarke\'s approach to thematic reflexive analysis was applied to data analysis.
RESULTS: Executive Nurse Directors played a critical role during the COVID-19 pandemic. Six themes are explored: tensions, and adaptive response to personal leadership styles; uncertainty and support at the board level; responding to national political decision-making; the personal and emotional impact of the role and the sources of effective support; the voice and public profile of nursing; lessons learnt and strategies for future leadership development. Enablers of decision-making included effective multidisciplinary working, freedom from normal organizational constraints, support for innovation, and the development of stronger bonds with colleagues. Barriers to decision-making included limited knowledge of the virus and its impact and lack of guidance, particularly at a national level. Priorities, strategies and actions for recovery include recognizing the emotional impact of being in a high-level decision-making role, protecting staff from burnout and understanding the long-term implications of pandemic work for nurse leaders.
CONCLUSIONS: Future strategies for nursing leadership during public health, national and global emergencies are recommended.
CONCLUSIONS: This study contributes to the literature exploring the Executive Nurse Director role and their experiences of leading through the COVID-19 pandemic, and identifies priorities, strategies and actions for recovery and learning for the future of senior leadership.
UNASSIGNED: The study adhered to the Consolidated Criteria for Reporting Qualitative Research.
UNASSIGNED: No patient or public contribution.
摘要：
目标：探讨执行护士主任在COVID-19大流行期间所经历的挑战，并为未来的护理领导策略提供信息。
方法：一项定性研究项目，涉及对来自英格兰和威尔士的21位执行护士主管的访谈。
方法：通过首席护理官和护理领导网络对参与者进行有目的地抽样和招募。半结构化访谈是通过团队在线进行和记录的。Braun和Clarke的主题反身分析方法被应用于数据分析。
结果：执行护士主任在COVID-19大流行期间发挥了关键作用。探讨了六个主题:紧张局势，以及对个人领导风格的适应性反应；董事会一级的不确定性和支持；对国家政治决策的回应；角色的个人和情感影响以及有效支持的来源；护理的声音和公众形象；未来领导力发展的经验教训和策略。决策的推动者包括有效的多学科工作，不受正常的组织约束，支持创新,以及与同事建立更牢固的联系。决策的障碍包括对病毒及其影响的知识有限，缺乏指导，特别是在国家层面。优先事项,恢复的策略和行动包括认识到处于高级决策角色的情感影响，保护工作人员免受倦怠，并了解大流行工作对护士领导的长期影响。
结论：公共卫生期间护理领导的未来策略，建议国家和全球紧急情况。
结论：这项研究有助于文献探索执行护士主任的角色及其在COVID-19大流行中的领导经验，并确定优先事项，未来高层领导的恢复和学习战略和行动。
■这项研究遵循了报告定性研究的综合标准。
■没有患者或公众捐款。
方法：一项定性研究项目，涉及对来自英格兰和威尔士的21位执行护士主管的访谈。
方法：通过首席护理官和护理领导网络对参与者进行有目的地抽样和招募。半结构化访谈是通过团队在线进行和记录的。Braun和Clarke的主题反身分析方法被应用于数据分析。
结果：执行护士主任在COVID-19大流行期间发挥了关键作用。探讨了六个主题:紧张局势，以及对个人领导风格的适应性反应；董事会一级的不确定性和支持；对国家政治决策的回应；角色的个人和情感影响以及有效支持的来源；护理的声音和公众形象；未来领导力发展的经验教训和策略。决策的推动者包括有效的多学科工作，不受正常的组织约束，支持创新,以及与同事建立更牢固的联系。决策的障碍包括对病毒及其影响的知识有限，缺乏指导，特别是在国家层面。优先事项,恢复的策略和行动包括认识到处于高级决策角色的情感影响，保护工作人员免受倦怠，并了解大流行工作对护士领导的长期影响。
结论：公共卫生期间护理领导的未来策略，建议国家和全球紧急情况。
结论：这项研究有助于文献探索执行护士主任的角色及其在COVID-19大流行中的领导经验，并确定优先事项，未来高层领导的恢复和学习战略和行动。
■这项研究遵循了报告定性研究的综合标准。
■没有患者或公众捐款。
