Developing a healthcare transformational leadership competency framework for disaster resilience and risk management

Dados Bibliográficos

ID22025044
AutoresHeba Mohtady Ali (0000-0002-7817-6570, Griffith University, autor correspondente), Jamie Ranse (0000-0002-5265-6365, Griffith University), Anne Roiko (0000-0003-0395-307X, Griffith University), Cheryl Desha (0000-0002-4026-0830, Griffith University)
Ano2024
Volume113
Páginas104898
Data de publicação2024-10-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoInternational Journal of Disaster Risk Reduction (JOURNAL)
Identificadores do periódicoISSN: 2212-4209
EditoraElsevier BV (PUBLISHER)
DOI10.1016/j.ijdrr.2024.104898
OpenAlexW4403325110
IdiomaEN
Referências citadas65

Climate change-induced hazards increasingly threaten healthcare systems worldwide, amplifying the frequency and severity of disasters and their adverse health effects. This necessitates fortified healthcare leadership and resilient systems capable of delivering quality care amidst escalating environmental challenges and emphasises the need for standardised competency frameworks to enhance disaster readiness and response. As healthcare organisations face evolving challenges, cultivating transformational leadership competencies becomes essential for building adaptive, resilient, and effective disaster management strategies. of this study: This conceptual paper addresses the research question: "How can healthcare leaders' competencies be developed to support healthcare disaster resilience?". The study, conducted in 2023, used a narrative literature review, comparative analysis, and synthesis. It reviewed frameworks on transformational leadership and disaster resilience, employing comparative analysis to examine relationships and leadership competencies. A synthesised framework was developed to clarify dimensions and relationships. Eight ‘domains’ of competencies were identified, in addition to other ‘transferring skills.’ The domains were analysed regarding their component competencies and were broadly classified into knowledge, cognitive and interpersonal skills, and attitudes. This classification is proposed as a ‘Healthcare Transformational Leadership Competency Framework’ (HTLCF) for disaster resilience and risk management. The HTLCF supports leaders in navigating complexities, anticipating risks, and facilitating collaboration, communication, and accountability, leveraging their transformative agency. This study suggests the use of the Healthcare Transformational Leadership Competency Framework to develop a standardised disaster management curriculum and continuous, ongoing training. This would equip leaders to enhance resilience and ensure coordinated, effective disaster responses for healthcare systems. • Climate change hazards increasingly threaten healthcare systems globally. • Transformational leadership is significant for healthcare disaster resilience. • A healthcare transformational leadership competency framework was created

Business · Emergency management · Health care · Knowledge management · Political science · Public relations · Risk management · Transformational leadership · Computer Science · Disaster Response and Management · Global Health and Surgery · Innovations in Medical Education · Psychology