Cheryl Mitchell’s research while affiliated with University of Houston - Victoria and other places

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Publications (9)


Leadership Dynamics in Driving AI Transformation in Healthcare: Insights from a Scoping Review (Preprint)
  • Article

November 2023

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17 Reads

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1 Citation

Journal of Medical Internet Research

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Cheryl Mitchell

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Background The leaders of health care organizations are grappling with rising expenses and surging demands for health services. In response, they are increasingly embracing artificial intelligence (AI) technologies to improve patient care delivery, alleviate operational burdens, and efficiently improve health care safety and quality. Objective In this paper, we map the current literature and synthesize insights on the role of leadership in driving AI transformation within health care organizations. Methods We conducted a comprehensive search across several databases, including MEDLINE (via Ovid), PsycINFO (via Ovid), CINAHL (via EBSCO), Business Source Premier (via EBSCO), and Canadian Business & Current Affairs (via ProQuest), spanning articles published from 2015 to June 2023 discussing AI transformation within the health care sector. Specifically, we focused on empirical studies with a particular emphasis on leadership. We used an inductive, thematic analysis approach to qualitatively map the evidence. The findings were reported in accordance with the PRISMA-ScR (Preferred Reporting Items for Systematic Reviews and Meta-Analysis extension for Scoping Reviews) guidelines. Results A comprehensive review of 2813 unique abstracts led to the retrieval of 97 full-text articles, with 22 included for detailed assessment. Our literature mapping reveals that successful AI integration within healthcare organizations requires leadership engagement across technological, strategic, operational, and organizational domains. Leaders must demonstrate a blend of technical expertise, adaptive strategies, and strong interpersonal skills to navigate the dynamic healthcare landscape shaped by complex regulatory, technological, and organizational factors. Conclusions In conclusion, leading AI transformation in healthcare requires a multidimensional approach, with leadership across technological, strategic, operational, and organizational domains. Organizations should implement a comprehensive leadership development strategy, including targeted training and cross-functional collaboration, to equip leaders with the skills needed for AI integration. Additionally, when upskilling or recruiting AI talent, priority should be given to individuals with a strong mix of technical expertise, adaptive capacity, and interpersonal acumen, enabling them to navigate the unique complexities of the healthcare environment.


Leadership for AI Transformation in Health Care Organization: Scoping Review (Preprint)

November 2023

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24 Reads

BACKGROUND The leaders of health care organizations are grappling with rising expenses and surging demands for health services. In response, they are increasingly embracing artificial intelligence (AI) technologies to improve patient care delivery, alleviate operational burdens, and efficiently improve health care safety and quality. OBJECTIVE In this paper, we map the current literature and synthesize insights on the role of leadership in driving AI transformation within health care organizations. METHODS We conducted a comprehensive search across several databases, including MEDLINE (via Ovid), PsycINFO (via Ovid), CINAHL (via EBSCO), Business Source Premier (via EBSCO), and Canadian Business & Current Affairs (via ProQuest), spanning articles published from 2015 to June 2023 discussing AI transformation within the health care sector. Specifically, we focused on empirical studies with a particular emphasis on leadership. We used an inductive, thematic analysis approach to qualitatively map the evidence. The findings were reported in accordance with the PRISMA-ScR (Preferred Reporting Items for Systematic Reviews and Meta-Analysis extension for Scoping Reviews) guidelines. RESULTS A comprehensive review of 2813 unique abstracts led to the retrieval of 97 full-text articles, with 22 included for detailed assessment. Our literature mapping reveals that successful AI integration within healthcare organizations requires leadership engagement across technological, strategic, operational, and organizational domains. Leaders must demonstrate a blend of technical expertise, adaptive strategies, and strong interpersonal skills to navigate the dynamic healthcare landscape shaped by complex regulatory, technological, and organizational factors. CONCLUSIONS In conclusion, leading AI transformation in healthcare requires a multidimensional approach, with leadership across technological, strategic, operational, and organizational domains. Organizations should implement a comprehensive leadership development strategy, including targeted training and cross-functional collaboration, to equip leaders with the skills needed for AI integration. Additionally, when upskilling or recruiting AI talent, priority should be given to individuals with a strong mix of technical expertise, adaptive capacity, and interpersonal acumen, enabling them to navigate the unique complexities of the healthcare environment.


Mitigating Moral Distress in Leaders of Healthcare Organizations: A Scoping Review

September 2022

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95 Reads

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12 Citations

Journal of Healthcare Management

Goal: Moral distress literature is firmly rooted in the nursing and clinician experience, with a paucity of literature that considers the extent to which moral distress affects clinical and administrative healthcare leaders. Moreover, the little evidence that has been collected on this phenomenon has not been systematically mapped to identify key areas for both theoretical and practical elaboration. We conducted a scoping review to frame our understanding of this largely unexplored dynamic of moral distress and better situate our existing knowledge of moral distress and leadership. Methods: Using moral distress theory as our conceptual framework, we evaluated recent literature on moral distress and leadership to understand how prior studies have conceptualized the effects of moral distress. Our search yielded 1,640 total abstracts. Further screening with the PRISMA process resulted in 72 included articles. Principal findings: Our scoping review found that leaders-not just their employees- personally experience moral distress. In addition, we identified an important role for leaders and organizations in addressing the theoretical conceptualization and practical effects of moral distress. Practical applications: Although moral distress is unlikely to ever be eliminated, the literature in this review points to a singular need for organizational responses that are intended to intervene at the level of the organization itself, not just at the individual level. Best practices require creating stronger organizational cultures that are designed to mitigate moral distress. This can be achieved through transparency and alignment of personal, professional, and organizational values.


Figure 1. Supply chain crisis management phases (illustration developed by the authors based on Holla et al. 8 ).
Facing disruption: Learning from the healthcare supply chain responses in British Columbia during the COVID-19 pandemic
  • Article
  • Full-text available

February 2022

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54 Reads

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14 Citations

Healthcare Management Forum

The healthcare supply chain crisis surrounding Personal Protective Equipment (PPE) during the onset of the COVID-19 pandemic presented unique and complex challenges in achieving the primary aim of supply chain management, that is, delivering the right amount of the right supplies to the right people at the right time. This article describes the key findings from a case study on PPE supply chain responses to the COVID-19 pandemic in British Columbia (BC). It highlights a set of constructive response mechanisms to potential crises along healthcare supply chain. Effective and trusted leadership, a unity of purpose, integrated and robust digital infrastructure and capabilities, consistent learning, resilience building, and environmental sensing for reliable intelligence were found to be essential for preparing, for containing, and mitigating the crisis as it evolved across various phases of crisis management.

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Crisis leadership: The new imperative for MBA curricula

November 2021

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110 Reads

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15 Citations

The International Journal of Management Education

Given the increasing frequency of and high risk inherent in crises, Masters of Business Administration (MBA) should include crisis leadership as part of their core program offerings. This study aims to explore if leadership courses are taught as either a core or elective course in Advance Collegiate Schools of Business (AACSB) accredited MBA programs, and if any of these programs teach crisis leadership courses specifically. Based on a web-based search of AACSB schools offering MBA programs, crisis leadership is minimally represented across MBA programs, with 3.2% of business schools examined including a crisis leadership course as part of their curricula. Leadership courses are more commonly included as part of MBA programs’ curricula, with 64.8% of business schools offering these courses. These leadership courses could set a foundation for MBA programs to begin embedding crisis leadership content specifically into their core curricula.


Figure 1. A conceptual framework for crisis leadership during pandemics based on behavioral and contingency theory models of competencies.
Figure 2. Crisis leadership PRISMA 2009 flow diagram. Note. PRISMA = Preferred Reporting Items for Systematic Reviews and Meta-Analyses.
Figure 3. Framework for crisis leadership (CL) during pandemic: Competencies and contextual enablers/barrier.
Study Characteristics of Reviewed Literature.
Crisis Leadership Competencies.
Public Health and Health Sector Crisis Leadership During Pandemics: A Review of the Medical and Business Literature

September 2021

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1,655 Reads

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55 Citations

Medical Care Research and Review

The global scale and unpredictable nature of the current COVID-19 pandemic have put a significant burden on health care and public health leaders, for whom preparedness plans and evidence-based guidelines have proven insufficient to guide actions. This article presents a review of empirical articles on the topics of “crisis leadership” and “pandemic” across medical and business databases between 2003 (since SARS) and—December 2020 and has identified 35 articles for detailed analyses. We use the articles’ evidence on leadership behaviors and skills that have been key to pandemic responses to characterize the types of leadership competencies commonly exhibited in a pandemic context. Task-oriented competencies, including preparing and planning, establishing collaborations, and conducting crisis communication, received the most attention. However, people-oriented and adaptive-oriented competencies were as fundamental in overcoming the structural, political, and cultural contexts unique to pandemics.


Crisis Leadership during the COVID-19 Pandemic: A Review to Inform Policymaking

August 2021

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101 Reads

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4 Citations

Academy of Management Proceedings

Context: The COVID-19 pandemic has placed unprecedented stress on health care systems worldwide. The global scale of the outbreak and its unpredictable nature has put a significant leadership burden on health care leaders and decision-makers. Predefined emergency preparedness plans are no longer working. Evidence-based guidelines and crisis communication plans are insufficient. There is an increased amount of pandemic fatigue among the general population. Businesses are suffering. A financial crisis is looming. Health systems leaders need new leadership behaviors and mindsets to help them lead during the next phases of this dynamic crisis as well as in future pandemics. Despite a proliferation of perspectives on the topic, given the novelty of the situation there is no aggregated resource distilling the evidence about how to lead under crisis conditions. Objective: The aim of this paper is to systematically examine evidence from research on public health crisis leadership to determine what competencies are explicitly needed to better respond to pandemics like COVID-19. Specifically, we sought to map and assess published studies on pandemics (a) to characterize core competencies required to lead in the health sector during a pandemic, and (b) to identify contextual enablers and barriers to leading during a crisis. Methods: We conducted a rapid review using the methodological framework of Arksey and O’Malley (2005), the World Health Organization Rapid Review Guide, and the Joanna Briggs Institute 2020 guide to scoping reviews (Peters et al., 2020; Tricco et al., 2017). The Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews (PRISMA-SR) guided our reporting of study findings. Data Sources: We performed a systematic and comprehensive search of MEDLINE (via Ovid), EMBASE, PsycINFO, Business Source Premier, and Canadian Business & Current Affairs for studies published between 2003 (since SARS) and July 28, 2020. Study Selection, Extraction, and Synthesis: We selected all empirical articles (quantitative, qualitative, and mixed methods) that discussed crisis leadership during a pandemic. Data Synthesis: The literature search identified 8,044 citations. A review of abstracts led to the retrieval of 749 full-text articles for assessment, of which 30 were selected for review. Conclusions: Our findings show that crisis leadership competencies commonly fall under three categories of leadership capacity: task, people, and adaptive. In pandemic-related leadership literature, task-related behaviors such as preparing and planning, establishing collaborations, and crisis communication often receive more attention. Our analysis revealed that during a crisis, people-oriented capacities and adaptive capacities are equally important for leaders to successfully lead in a dynamic situation shaped by structural, political, and cultural contextual factors.



Crisis Standards of Care in a Pandemic: Navigating the Ethical, Clinical, Psychological, and Policy-making Maelstrom

August 2020

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140 Reads

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28 Citations

International Journal for Quality in Health Care

The COVID-19 pandemic has caused clinicians at the frontlines to confront difficult decisions regarding resource allocation, treatment options, and ultimately the life-saving measures that must be taken at the point of care. This article addresses the importance of enacting Crisis Standards of Care (CSC) as a policy mechanism to facilitate the shift to population-based medicine. In times of emergencies and crises such as this pandemic, the enactment of CSC enables concrete decisions to be made by governments relating to supply chains, resource allocation, and provision of care to maximize societal benefit. This shift from an individual to a population-based societal focus has profound consequences on how clinical decisions are made at the point of care. Failing to enact CSC may have psychological impacts for healthcare providers particularly related to moral distress, through an inability to fully enact individual beliefs (individually-focused clinical decisions) which form their moral compass.

Citations (6)


... The interventions presented here were developed and adapted from the literature by experiential and content experts in the field. 14, [19][20][21][22] (continued) ...

Reference:

Moral resilience and moral injury of nurse leaders during crisis situations: A qualitative descriptive analysis
Mitigating Moral Distress in Leaders of Healthcare Organizations: A Scoping Review
  • Citing Article
  • September 2022

Journal of Healthcare Management

... Furthermore, China is an important hub for Personal Protective Equipment production, and half of the world's mask supply originates from its factories. So, when quarantines were initially imposed on Chinese workers and export restrictions were later established in many other Asian countries that are major exporters of key materials, Personal Protective Equipment production was significantly impacted [20][21][22]. ...

Facing disruption: Learning from the healthcare supply chain responses in British Columbia during the COVID-19 pandemic

Healthcare Management Forum

... The results of the present study can be used to reduce decision-making time in determining effective leadership styles in crises. Research had already identified specific competencies of effective leaders in healthcare organizations in crises such as enhancing communication [107] however specific leadership styles needed by SMEs were largely missing. The present study underscores the importance of leaders learning to be transformational by exemplifying a synergy of behaviors including individualized consideration, intellectual stimulation, inspirational motivation, idealized influence as well as to be directive by giving clear instructions to employees during crises. ...

Public Health and Health Sector Crisis Leadership During Pandemics: A Review of the Medical and Business Literature

Medical Care Research and Review

... However, less attention has been paid to determining the preventive employee behaviors that contribute to the adoption and non-adoption of preventive employee behaviors at the workplace. At an uncertain time, organizations and leadership are the two sources to provide authentic information to their employee to adopt preventive behavior in the workplace (Sriharan et al., 2021), especially in the presence of rumors and conspiracies that hinder the factual information (Jolley & Paterson, 2020;Roozenbeek et al., 2020). Organizations speak through their action and policies (Windscheid et al., 2016), and leaders' actions and words speak of their intention and geniuses of the issue (Leroy et al., 2012). ...

Crisis Leadership during the COVID-19 Pandemic: A Review to Inform Policymaking
  • Citing Conference Paper
  • August 2021

Academy of Management Proceedings

... The COVID-19 crisis was unprecedented, and the global public health event provides explicit evidence for leadership in a global crisis (Hertelendy et al., 2021). This global pandemic has caused a great "reset" around the globe and challenged assumptions about good business leadershiphow global business leaders efficiently respond to critical contingencies (Caligiuri et al., 2020;Margherita and Heikkilä, 2021). ...

Crisis leadership: The new imperative for MBA curricula
  • Citing Article
  • November 2021

The International Journal of Management Education

... DPHEs are situations when the care of victims may result in rationing care, potentially triggering Crisis Standards of Care according to the available resources [10]. Such situations differ from how healthcare can be provided in less acute situations when the quality and quantity of care can be easily defined from an ethical perspective [7,11]. ...

Crisis Standards of Care in a Pandemic: Navigating the Ethical, Clinical, Psychological, and Policy-making Maelstrom

International Journal for Quality in Health Care