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Virtualizing HR in health care: Early insights from a study of surgical teams during COVID-19

Rosell, Tracey and Kitchener, Martin ORCID: 2024. Virtualizing HR in health care: Early insights from a study of surgical teams during COVID-19. McDermott, Aoife, Hyde, Paula, FitzGerald, Louise and Avgar, Ariel, eds. Research Handbook on Contemporary Human Resource Management for Health Care, Edward Elgar Publishing Ltd, pp. 406-419. (10.4337/9781802205718.00037)

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This chapter considers contemporary experiences of healthcare professionals, both in and supporting surgical teams in the National Health Service (NHS). We introduce the concept of ‘virtualizing’, the ongoing transition that ranges from face-to-face leadership arrangements to fully virtual relations. The analysis based on our study of changes to leadership of surgical teams identified that the COVID-19 pandemic prompted an acceleration in using electronic communication to organize work, and a move from established collaborative leadership through the use of command leadership. We present three themes that develop understanding of the relationship between virtualizing and collective leadership. First, how virtuality can help staff to interact more effectively, encouraging greater inclusivity in decision-making. Second, how people can miss out on interaction due to virtuality. Third, reversion of communication to a less collaborative type in a crisis. We consider what may underlie this tension in the leadership process and make recommendations for HR practices.

Item Type: Book Section
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Uncontrolled Keywords: Virtual, leadership, extreme, practices, inclusivity
Publisher: Edward Elgar Publishing Ltd
ISBN: 9781802205701
Last Modified: 11 Jul 2024 11:27

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