Abstract Aim This study examines Pakistan nurses’ emotional labor and stress in healthcare emergencies on their emotional exhaustion and availability of support at organizational and managerial levels to alleviate the effects. Background As COVID‐19 pandemic has been declared a global outbreak and many countries have enacted medical emergencies, this has increased job demands and expected desired emotional expressions from frontline workers. Such high levels of job demand contribute to various stress reactions among employees. Methodology Authors applied a longitudinal design, using an experimental approach, to collect data from 319 nurses serving in 107 government hospitals in Pakistan. The authors surveyed nurses at two‐time points with the interval of 3 months by using an online questionnaire tool. At one time, they asked nurses to report on emotional labor, stress, and exhaustion. In the second phase, after providing supports (during interval phase) at different levels, the authors repeated the same scales from same participants in addition to instrumental support and coaching leadership. Data were processed using SPSS‐Amos for elementary analysis and Process‐macro for robustness and hypotheses testing. Results Authors find that job stress fully mediates relationship between surface acting and emotional exhaustion in controlled phase and partially mediates in intervention phase. Furthermore, in intervention phase, authors find that instrumental support moderates and alleviate positive effects of emotional labor on job stress, and coaching leadership moderates and lessens positive effects of job stress on emotional exhaustion. Conclusion This research concludes that healthcare organizations can alleviate emotional exhaustion caused by emotional labor and job stress amid emergencies by providing support at different levels; organizational and managerial. However, the effectiveness of these supports depends on high to low levels. Implications for Nursing Management This study demonstrates that to handle and support emotional labor and job stress to avoid emotional exhaustion in healthcare emergencies, organizational supports matter. Support at organizational level can include instrumental support. At managerial level, holding a coaching leadership style can foster external facets of management while uplifting the internal support qualities of confidence and self‐awareness that improve the individuals’ ability to lead; work with paradox and uncertainty.

Impact of Nurses’ Emotional Labor on Job Stress and Emotional Exhaustion amid COVID‐19: The Role of Instrumental Support and Coaching Leadership

Evaluation of the Reaching People with Disabilities through Healthy Communities Project

Building Health Promotion Capacity: Action for Learning, Learning from Action

Ausgangslage: Coaching begleitet Veranderungen bei KlientInnen. Diese Veranderungsprozesse sind nicht sichtbar; sichtbar ist ausschlieslich der Coachingprozess – die Interaktion zwischen Coach und KlientIn. Im Prozess intervenieren Coaches sowohl in Reaktion auf die KlientInnen als auch mit Bezugnahme auf ihr Theorie- und Handlungssystem. Dies kann mit dem Begriff der appropriate responsiveness umschrieben werden. Bestehende Coaching-Prozessforschung fokussiert entweder theoriegeleitet die Intensitat und Haufigkeit von Phanomenen (psychologische Forschungstradition) oder deskriptiv die Sequenzialitat des Gesprachs (linguistische Forschungstradition). Ziel: Ziel des Beitrags ist es, eine erste Brucke zwischen normativ-theoretischen (psychologischen) und deskriptiv-phanomenologischen (linguistischen) Forschungsansatzen zu schlagen. Dazu wird ein Modell entwickelt, welches als Strukturierungshilfe der Erforschung von Coachingprozessen dienen kann. Mit dem Modell sollen Fragen nach dem „Was?“, dem „Wie?“ und dem „Wie oft?“ in Beziehung zum Verlauf des Coachings und somit dem „Wann?“, bzw. „Wo im Prozess?“, gesetzt werden konnen. Methode: Die Konzeption des Modells beruht auf der Auswertung, Zusammenfuhrung und Erweiterung existierender Modelle zu Veranderung und zu Interaktion. Ergebnisse: Das Turn-Sequenz-Phase-Prozess-Modell (TSPP-Modell) fokussiert gleichzeitig drei Ebenen von Coachingprozessen, Turns, Sequenzen und Phasen. Es ermoglicht Prozessforschung im zeitlichen Verlauf zu strukturieren.

/pdf/das-tspp-modell-eine-blaupause-fur-die-coaching-3yr7mu75gi.pdf

Das TSPP-Modell : eine Blaupause für die Coaching-Prozessforschung

OBJECTIVEThe purpose of this study was to explore professional coaches’ perceptions of nurse managers (NMs) and the NM role.BACKGROUNDNurse Managers are often inadequately prepared, developed, and supported in their roles. Professional coaching is a strategy that may prove beneficial to help prepare

The Perceptions of Professional Leadership Coaches Regarding the Roles and Challenges of Nurse Managers

Many public health agencies and professional health education associations struggle with the concept of how best to groom younger and inexperienced health education professionals to assume leadership roles. The Society for Public Health Education, for example, has established a Leadership Development Committee to examine this issue and develop programs to advance promising members into leadership roles within the organ-ization. Those individuals who can develop strong lead-ership skills will not only be a valuable asset to their organization but also may be more likely to experience career and professional advancement. A relatively new strategy to develop leadership skills is through the use of professional coaches, trained professionals who work one on one with clients to enhance professional skills and capacity. This article provides an example by dis-cussing a distance-based, professional leadership and career development and coaching program for Maternal and Child Health (MCH) professionals developed and piloted by the Maternal and Child Health Program (MCHP) at the University of Illinois at Chicago (UIC) School of Public Health (SPH). Professional coaching is a promis-ing leadership and career develop-ment approach that ultimately has the potential to maximize not only the individual skills of those persons completing the program but also further the goals of the employing agency or profes-sional association. The article further explores the pos-sible uses of professional coaching within the field of public health.

Professional coaching: an innovative and promising leadership development and career enhancement approach for public health professionals.

Public health leaders need to influence change to serve underserved populations, such as people who have a disability. Action research was conducted with a community of practice (CoP) from Ohio to ...

Inclusion Wheel: Tool for Building Capacity and Public Health Leaders to Serve People With Disabilities:

Approach for Public Health Professionals Professional Coaching : An Innovative and Promising Leadership Development and Career Enhancement

Public health issues, such as emerging health threats, globalization of health, and a rapidly aging population, are challenging the public health system. These health demands require public health leaders who have the skills and competencies to address a changing landscape. These skills go beyond discipline-specific domains. To address public health challenges, leaders need skills that span areas that might not be taught in traditional schools and programs of public health, including “less definable skills in leadership, communication, problem solving, and systems thinking.” The public health workforce is also changing. The Public Health Workforce Interests and Needs Survey—a nationally representative survey conducted in 2014 with respondents from 37 state health agencies and a convenience sample of local health departments in the 14 Big Cities Health Coalition and more than 50 local health departments and again in 2017 with 47 state health agencies and 97 local health departments—examined various topics related to public health employees’ perceptions of workforce issues. Among these issues was a respondent’s intention to leave his or her organization. The percentage of staff members who intended to leave their organizations within the next year or retire within 5 years increased from 44% to 48% from 2014 to 2017 among the 33 state health agencies that participated in both survey years. When retirement was excluded, the increase was from 22% in 2014 to 31% in 2017. In the 2017 survey, a comparable number of respondents indicated leaving public health altogether (6%) and finding another public health position (7%). Although not all staff members who intend to leave public health are in a leadership role, the loss of effective employees at all levels negatively affects the potential talent pool of future organizational leaders. The federal system is also facing workforce challenges. According to the US Government Accountability Office, an estimated 31% of federal employees in 2012 were eligible for retirement by fall 2017; the estimate from the US Department of Health and Human Services was 35%. The 2018 Federal Employee Viewpoint Survey captured information on federal employees’ perceptions about workplace issues. A total of 598 003 government employees responded to the 2018 Federal Employee Viewpoint Survey. Of the 563 434 respondents to a question about their plans to retire, 142 459 respondents reported plans to retire within the next 5 years. Moreover, when asked about their turnover plans, 100 354 (18%) of the total 567 838 respondents to the question planned to take another position in the federal government, and 22 298 (4%) planned to leave for a position outside government. The 2014 State of Human Capital Report noted that federal agencies in particular lack adequate leadership preparation, underscoring the potential effect on organizational leadership that can result from workforce loss. With many vacancies occurring in leadership positions, the public

https://journals.sagepub.com/doi/pdf/10.1177/0033354919867728

Factors of Success for Transitioning From a Scientific Role to a Supervisory Leadership Role in a Federal Public Health Agency, 2016:

FLIGBY: The Serious Game Harnessing Flow Experience for Leadership Development

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