Health policy and leadership models during the COVID-19 pandemic: A review
Maria Nicolaa b✉, Catrin Sohrabic, Ginimol Mathewd e, Ahmed Kerwanf g, Ahmed Al‐Jabirg h, Michelle Griffini j, Maliha Aghak l, Riaz Agham n
- aImperial College Healthcare NHS Trust, London, United Kingdom. Electronic address: maria_n02@hotmail.com
- bImperial College Healthcare NHS Trust, London, United Kingdom
- cBarts and the London School of Medicine and Dentistry, Queen Mary University of London, United Kingdom
- dUCL Medical School, London, United Kingdom. Electronic address: ginimol.mathew.13@ucl.ac.uk
- eUCL Medical School, London, United Kingdom
- fGKT School of Medical Education, King's College London, United Kingdom. Electronic address: ahmedkerwan@live.co.uk
- gGKT School of Medical Education, King's College London, United Kingdom
- hGKT School of Medical Education, King's College London, United Kingdom. Electronic address: ahmed@aljabir.co.uk
- iStanford University, Palo Alto, United States. Electronic address: 12michellegriffin@gmail.com
- jStanford University, Palo Alto, United States
- k
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Abstract
On March 11, 2020, the spread of the SARS-CoV-2 virus was declared a pandemic by the World Health Organization (WHO). Approximately 19.3 million people have now been infected and over 700,000 have died. This global public health crisis has since cascaded into a series of challenges for leaders around the world, threatening both the health and economy of populations. This paper attempts to compartmentalise leadership aspects, allowing a closer examination of published reports and the analysis of current outcomes, thus enabling the authors to formulate a number of evidence-based recommendations on the de-escalation of restrictions.