Resilience in action: Leading for resilience in response to COVID-19

Michelle A. Barton; Marlys Christianson; Christopher G. Myers; Kathleen Sutcliffe

doi:10.1136/leader-2020-000260

Resilience in action: Leading for resilience in response to COVID-19

Michelle A. Barton, Marlys Christianson, Christopher G. Myers, Kathleen Sutcliffe

Carey Business School

Research output: Contribution to journal › Article › peer-review

4 Scopus citations

Abstract

Resilience matters now more than ever in healthcare, with the COVID-19 pandemic putting healthcare providers and systems under unprecedented strain. In popular culture and everyday conversation, resilience is often framed as an individual character trait where some people are better able to cope with and bounce back from adversity than others. Research in the management literature highlights that resilience is more complicated than that-it's not just something you have, it's something you do. Drawing on research on managing unexpected events, coordinating under challenging conditions, and learning in teams, we distill some counter-intuitive findings about resilience into actionable lessons for healthcare leaders.

Original language	English (US)
Pages (from-to)	117-119
Number of pages	3
Journal	BMJ Leader
Volume	4
Issue number	3
DOIs	https://doi.org/10.1136/leader-2020-000260
State	Published - Sep 1 2020

Keywords

behaviour
learning
management
medical leadership

ASJC Scopus subject areas

Health Policy
Strategy and Management
Leadership and Management

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10.1136/leader-2020-000260

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Resilience in action: Leading for resilience in response to COVID-19

Abstract

Keywords

ASJC Scopus subject areas

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