Abstract

During crises, leaders must address fear, give people a role and purpose and emphasize experimentation, learning and self-care. A survey of emerging health leaders rated the frequency with which they observed their organizational leaders and themselves engage in these crisis leadership functions during the COVID-19 pandemic. Findings revealed significant differences between emerging and more experienced leaders' behaviours in acknowledging fears and providing reassurance, managing individual health and role modelling good self-care and encouraging others to practise good self-care. Emerging leaders rated themselves as engaging in these behaviours more frequently. Barriers preventing these practices included heavy workloads and communication issues. Enablers included good team dynamics, clear communication and incorporating technology. Implications for leadership are presented.