A Phenomenological Investigation Into the Development of Medical Leaders Through Mindful Compassion in a COVID-19/ VUCA World

Rationale: Medical leadership requires enhanced skills to navigate the challenges of the contemporary, complex world. This research is a 'snapshot' during the time horizon of the early months of the COVID-19 pandemic. A literature review suggested that there existed a knowledge gap that links medical leadership, their lived experience and their ‘voice’, and the development of mindful compassion. The literature further indicates a crisis within medical leadership regarding health and well-being, status, retention, and recruitment. To date, many medical leadership studies have mainly focussed on psychological and clinical environments, often with randomised control trials rather than the ‘lived experience’. This phenomenological research will contribute to addressing that ‘gap’, by listening to the voices of medical leaders, that will offer rich, and textured insights and experiences. The researcher plays a pivotal role as an instrument in the process, with deep consideration given to praxis and reflexivity. Aims and objectives: This research is a phenomenological investigation into a work-based challenge in medical leadership, focusing on the 'volatile, uncertain, chaotic and ambiguous world' (VUCA) in which medical leaders work and live. This research aims: • to critically examine mindful compassion for medical leaders in their workplace • to explore the ‘lived experience’ of trauma and meaning of mindful compassion through the ‘voice’ of medical leaders • to contribute to developing knowledge into the development of medical leaders Methodology and Methods: An inductive, interpretivist and phenomenological methodology was adopted. The researcher used an open, semi-structured method when interviewing medical leaders. A pilot study tested the robustness and validity of the design. Key Findings: The phenomenological study explored causes and consequences and gathered evidence that was rich. By listening to the experience of the participant leaders, they were empowered and promoted a learning culture. Their voices identified how resilient as leaders they could pursue opportunities in the face of conflicts during the crisis. Leaders gave insight into both their personal and professional growth that was autobiographical, personal with a social focus. Medical leaders reflected a transformative space with their mindful compassion. As leaders, they had a sensitivity to distress; being sensitive to other people meant they had to be able to tend and care for them during the COVID-19 pandemic. At a time of crisis, leaders also recognised barriers that inhibited compassion. Analysis of each voice gave an in-depth contribution to exploring their mindful compassionate development. The lived experience was embodied and subjective. Participant leaders were able to set the tone to create compassionate cultures across their organisations. Conclusion: Medical leaders expressed their prominent role in ensuring their organisations responded to people's requirements at a time of crisis and emergency. The health and well-being of leaders were not equal to the quality of care they could provide to other people and communities. Some challenges would affect their professionalism, effectiveness, and compassion. Mindful compassion practice enables resilience, inclusion, and building personal and professional courage for navigating the complexity of the VUCA. Contribution to knowledge and practice: This research was a snapshot of a specific time horizon of crisis in the COVID-19 pandemic with a cohort of eight medical leaders across disciplines and experience. There had been testing times within medical leadership regarding their health, well-being, retention, and recruitment. This research added a new dimension to the changing environment that would influence organisational and social policy. The research is unique to the voices of the participant medical leaders within the UK and beyond. Such a phenomenological approach adds valuable insight and offers comment that mindful compassion builds on the critique and development of mindful intervention as an inclusive force in the workplace. Key themes: Phenomenological methodology, Challenge of the modern world: VUCA, stress, trauma, mental health, and medical leadership, coaching and medical leadership, mindfulness/ mindful practice, and innovation in the workplace, mindful compassion.