Date of Paper/Work

5-2021

Type of Paper/Work

Thesis

Degree Name

Master of Arts in Organizational Leadership

Department

Organizational Leadership

First Advisor

Sharon I. Radd

Department/School

Organizational Leadership, Healthcare Leadership

Abstract

In the year 2020, the respiratory virus SARS-CoV-2, also known as the novel coronavirus-2019, or COVID-19, had a significant impact on the nation’s health care system, of which the hospice industry is a part. Research about the specific impact of the virus on this industry is still emerging and to date, no known scholarly qualitative research examines the impact of the COVID-19 pandemic on the hospice industry of Minnesota. This qualitative research project collected the perspectives of hospice industry members in the state of Minnesota, in the form of 5 hospice leader interviews and a survey of 144 hospice industry staff, over the span of 3 months from June to September 2020. Four categories of findings emerged: Impact on Presence, Impact on Operations, Impact of Communication and Collaboration, and Impact on Morale. The Change Theory Model of Managing Transitions by William Bridges (1991) served as the theoretical framework to interpret the findings. As strong and effective leadership is critical for organizations to respond effectively to crisis, and toward a more promising future, recommendations and implications for leadership are provided.

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