Value-based leadership in turbulent times: lessons from the Corona crisis and recommendations for post-pandemic management in the health sector

Abstract The Corona crisis not only exposed the causes of supply disruptions for system-critical medical products and pharmaceuticals, made consequences digitalization gap in health care system transparent, but particular, revealed fundamental leadership deficits hospital personnel management, professional profiles ethics, policies, procurement management. However, has also triggered a rethinking values, meaning purpose work content behavioral norms. This paper aims to identify analyse management failures observed experiences during pandemic. Based on these findings recommendations good practices are given. By literature research reported from physicians nurses were analysed related working conditions, motivation-to-work, satisfaction with incentive systems. Furthermore, interviews clinical staff under conditions realised based structured questionnaire. workload nursing increased significantly due economization: 2005 2017, number treatment cases by 12%, while at same time, beds decreased 9.4% length stay shortened 8.4 7.3 days. accumulated overtime German hospitals alone is equivalent 17,800 full-time employees. During situation especially facilitating patients ventilated intensive unit dramatically worsened: additional overtime, high patient mortality, resource-intensive stressful requirements lead prostration mental exhaustion. As consequence this tremendous burden pandemic up 30% occupational groups gave voice inadequate utter their intention quit jobs. Demotivation flight into professions remote medicine reaction many years politics, as well an increasing economization medicine. Between 68 82% cite cost pressure associated rationing source dissatisfaction situation. It learn findings, implement necessary measures provide family-friendly “at bed-side”. A “value-based model” that takes account specific prevailing healthcare industry was developed serves compass meeting overcoming challenge. transfers practical pertaining motivation-to-work “purpose”, try-out so far unknown types inter-occupational co-operation model unique sector.