Table 3 Results of the qualitative content analysis of focus group discussions and one individual interview with healthcare workers (n=52)

Concerns about the risk of infection and transmission of infection to others

Fear of contracting SARS-CoV-2

Experience of seeing patients severely ill with COVID-19 increased the fear of being infected

Concerns about getting infected at work

Thinking rationally about the risk of infection and risk of severe disease as a way to deal with the fear of infection

Confusion and uncertainty about IPC routines and proper PPE

Fear that the IPC measures and PPE are inadequate to protect from infection

Fear that inappropriate use of the PPE may increase the risk of infection

Fear of shortage of PPE

The PPE is an obstacle during patient care

Repeated changes in IPC routines, including PPE

Differences in IPC routines, such as PPE and staff testing, between workplaces

Positive experiences of IPC routines and PPE

Fear of transmitting SARS-CoV-2 to others

Fear of transmitting SARS-CoV-2 to close family and relatives

Fear of transmitting the virus to patients, colleagues and other work-places

Both fearful and appreciating attitudes from the surrounding community towards HCWs

The HCWs being stigmatised due to that they worked with COVID-19

Family members fear that the HCW will get infected with COVID-19

Positive response from the surrounding community

Frustration about the media coverage of the COVID-19 pandemic

Media contributed to fear of transmission of virus and stigmatisation of HCWs

HCWs have felt forced to deal with or address the exaggerated image of the pandemic that the media created

Transition from chaos to managing in a new and challenging work situation

The healthcare leadership transition: stepping up or stepping back in response to the crisis

Initial chaos in the healthcare organisation

A completely new situation demanded radical and immediate changes in management and work routines at all levels in an unprepared organisation

Inadequate top-down information provision from the central healthcare organisation to the local management and further down to the HCWs

The management’s ability to lead during a crisis: being present versus abandoning the HCWs

The extreme work load contributed to a more patient-centred work situation and less administrative duties

Mixed feelings of helplessness and frustration versus meaningfulness and pride when caring for COVID-19 patients

Feelings of helplessness when being close to very sick and suffering patients

Challenging and stressful to work with new medical technology and more advanced level of care without proper training

Troublesome communication with the patients’ relatives

Feeling satisfaction and pride in doing an important and meaningful work

Finding comfort and strengths in the working team