A research study out of the UK has found it is crucial for leaders to actively engage with frontline tasks during a crisis, as this promotes a cohesive team dynamic and prevents toxic workplace practices. The visibility of leaders during a crisis helps alleviate workers’ stress and reduces the likelihood of burnout, the study concluded.
The study involved interviews with more than 50 nurses across the UK and Ireland, specifically about their experiences during the COVID-19 pandemic. The research was conducted by Peter Hamilton, Professor in HR Management at the Durham University Business School, alongside Professor Robert McMurray and Dr. Martyn Griffin from the University of Sheffield, Nicki Credland, Reader in Nursing at the University of Hull, and Dr. Oonagh Harness, Lecturer at Northumbria University.
“During a crisis, the best way to ensure team morale is high, and output is at a maximum is through creating team togetherness,” Hamilton says. “Leaders who don’t get stuck in with all of the workload create a workers versus management environment – leading to toxicity, increased stress for workers and likely a diminished workforce”.
