Supportive leadership, strong connections with colleagues and making time for self-care are key to protecting nurses’ mental health and wellbeing during prolonged public health crises, new Australian research suggests.
Led by James Cook University Adjunct Professor Pauline Calleja, the study interviewed 20 registered nurses from two regional Queensland hospital and health services about their experiences during the COVID-19 pandemic and the strategies that helped them cope.
Researchers identified three key themes – management and leadership approaches, connection with others, and self-care practices – with adaptability, teamwork and maintaining boundaries between work and personal life emerging as particularly important.
Professor Calleja said the COVID-19 pandemic exposed significant workplace pressures faced by healthcare professionals, such as inadequate support, including for graduate nurses.
While nurses recognised that no-one could control the broader impacts of the pandemic, Professor Calleja said participants described its prolonged and constantly changing nature as a major workforce challenge.
“Adaptability emerged as a critical factor in maintaining both staff wellbeing and patient care,” she said.
“The findings highlighted the importance of collaborative leadership rather than authoritarian management styles. Nurses reported that leaders who maintained a visible presence in clinical settings and actively engaged with staff fostered trust and confidence. In contrast, a lack of visible leadership contributed to a perceived divide between management and frontline clinicians, reinforcing an ‘us versus them’ culture.”
Peer support and teamwork were consistently identified as the most valuable coping strategies.
“Nurses described colleagues as a vital source of encouragement, practical assistance and emotional support throughout periods of uncertainty,” she said.
Outside the workplace, self-care was recognised as essential for long-term resilience.
“Participants emphasised the importance of maintaining boundaries between professional and personal life, allowing time to recover and prioritising their own physical and emotional wellbeing.”
Researchers also found nursing managers play a central role in supporting staff during extended crises.
“Rather than relying on short-term wellbeing initiatives, healthcare organisations should embed proactive, accessible mental health support into everyday practice,” said Professor Calleja.
“We recommend creating regular opportunities for team connection, reflection and debriefing to strengthen workplace cohesion.”
She said sustained investment in supportive leadership, teamwork and staff wellbeing would be essential to building a resilient nursing workforce as the healthcare sector continues to face evolving challenges.
Read the paper here
