Leadership in Times of Crisis: The Example of Ebola Virus Disease in Liberia

IF 1.9 3区 医学 Q3 HEALTH POLICY & SERVICES
T. Nyenswah, Cyrus Engineer, D. Peters
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引用次数: 50

Abstract

Abstract The Ebola epidemic of 2014–2015 was one of the most significant public health threats of the 21st century, a crisis that challenged leadership in West Africa and around the world. Using the experience of Liberia's epidemic control efforts, we highlight the critical role that leadership played during four phases of the epidemic response: (1) crisis recognition and early mobilization; (2) the emergency phase; (3) the declining epidemic; and (4) the long tail. We examine how the decisions and actions taken in each phase of the epidemic address key crisis leadership tasks, including sense-making, decision making, meaning-making, crisis termination, and learning, and assess how leadership approaches evolved during the different epidemic phases to accomplish these tasks. A contingency leadership theory lens is used to identify situations where strong leadership, good leader–member relations, and well-structured tasks can facilitate different leadership approaches. The first phase of the epidemic was hampered by insufficient attention to sense-making and weak decision making, in part because of the existing hierarchical leadership approach. This contributed to amplification of the epidemic. The emergency phase of the epidemic brought a change in leadership that focused on sense-making, decision-making, and meaning-making tasks. A distributed leadership approach replaced the old hierarchies. In addition to sharing leadership responsibility and authority, the distributed leadership approach involved strategically engaging stakeholders and communicating intensively. Although much of the hierarchical leadership approaches returned in the latter phases of the epidemic, there remain more empowered leaders at different levels across the country. Systematically tackling crisis leadership tasks, recognizing situations where different leadership approaches can be used, and employing a distributed leadership approach are helpful lessons to prepare for and respond to future crises.
危机时期的领导:利比里亚埃博拉病毒病的例子
2014-2015年的埃博拉疫情是21世纪最重大的公共卫生威胁之一,这场危机对西非和世界各地的领导层构成了挑战。根据利比里亚疫情控制工作的经验,我们强调领导层在疫情应对的四个阶段发挥的关键作用:(1)危机识别和早期动员;(2)应急阶段;(三)疫情下降;(4)长尾。我们研究了在疫情的每个阶段采取的决策和行动如何解决关键的危机领导任务,包括意义制定、决策制定、意义制定、危机终止和学习,并评估了在不同的疫情阶段,领导方法是如何演变的,以完成这些任务。权变领导理论的镜头被用来确定在哪些情况下,强有力的领导,良好的领导-成员关系,以及结构良好的任务可以促进不同的领导方法。该流行病的第一阶段由于对理智的认识不够重视和决策薄弱而受到阻碍,部分原因是现有的等级领导方式。这助长了流行病的扩大。在疫情的紧急阶段,领导层发生了变化,重点放在制定意义、决策和制定意义的任务上。分布式领导方式取代了旧的等级制度。除了分享领导责任和权力外,分布式领导方法还涉及战略上与涉众接触并进行密集沟通。虽然在疫情后期恢复了许多等级领导方式,但全国各地的各级领导人仍然获得了更多的权力。系统地处理危机领导任务,认识到可以使用不同领导方法的情况,并采用分布式领导方法,这些都是准备和应对未来危机的有益经验。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
5.50
自引率
9.80%
发文量
35
审稿时长
16 weeks
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