Crisis leadership in an acute clinical setting: christchurch hospital, new zealand ICU experience following the february 2011 earthquake.
Introduction On Tuesday, February 22, 2011, a 6.3 magnitude earthquake struck Christchurch, New Zealand. This qualitative study explored the intensive care units (ICUs) staff experiences and adopted leadership approaches to manage a large-scale resulting from the city-wide . Problem To date, there have been a very small number of research publications to provide a comprehensive overview of crisis leadership from the perspective of multi-level interactions among staff members in the acute clinical environment during the process of the . METHODS: The research was qualitative in nature. Participants were recruited into the study through purposive sampling. A semi-structured, audio-taped, personal interview method was chosen as a single data collection method for this study. This study employed thematic analysis. RESULTS: Formal team leadership refers to the actions undertaken by a team leader to ensure the needs and goals of the team are met. Three core, formal, crisis-leadership themes were identified: decision making, ability to remain calm, and effective communication. Informal leaders are those individuals who exert significant influence over other members in the group to which they belong, although no formal authority has been assigned to them. Four core, informal, crisis-leadership themes were identified: motivation to lead, autonomy, emotional leadership, and crisis as opportunity. Shared leadership is a dynamic process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals. Two core, shared-leadership themes were identified: shared leadership within formal medical and nursing leadership groups, and shared leadership between formal and informal leaders in the ICU. CONCLUSION: The capabilities of formal leaders all contributed to the overall management of a crisis. Informal leaders are a very cohesive group of motivated people who can make a substantial contribution and improve overall team performance in a crisis. While in many ways the research on shared leadership in a crisis is still in its early stages of development, there are some clear benefits from adopting this leadership approach in the management of complex crises. This study may be useful to the development of competency-based programs for formal leaders, process improvements in fostering and supporting informal leaders, and it makes important contributions to a growing body of research of shared and collective leadership in crisis. Zhuravsky L . Crisis leadership in an acute clinical setting: Christchurch Hospital, New Zealand ICU experience following the February 2011 earthquake. Prehosp Med. 2015;30(2):1-6.
Thematic analysis. All audio-taped data were transcribed into word format. Three data sets had been created and they had been categorized under the titles of formal, informal, and shared leadership.open-ended questions approachlength from 30 minutes to 40 minutes
Three core formal -leadership themes identified:Decision-makingAbility to remain calmEffective communicationInformal leadership:Motivation to LeadAutonomyEmotional LeadershipCrisis as an OpportunityShared Leadership:within Formal Medical and Nursing Leadership Groupsbetween Formal and Informal Leaders in the ICU
The interviews were conducted in locations of convenience to the participants where privacy was able to be carefully maintained.
The setting for the study was the Department of Intensive Care at Christchurch Hospital, New Zealand.Participants were recruited into the study through purposive sampling. A semi-structured, audio-taped, personal interview method was chosen as a single data collection method for this study
Provide a comprehensive overview of leadership from the perspective of multi-level interactions between staff members in the acute clinical environment during the process of the
The main limitation of this study was the ability to generalize its findings and practice implications outside of the study setting due to the small sample size and single location of the study.
The capabilities of formal leaders all contributed to the overall management of a . Informal leaders are a very cohesive group of motivated people who can make a substantial contribution and improve overall team performance in a crisis.
Ethical approval was obtained through the University of Otago (Dunedin, New Zealand) Ethics CommitteeParticipants were told that their names would be kept confidential, that they would get a chance to review and add additional information to the interview, and that, at any point, they could elect not to be a participant in the study
|Portfolio of Solutions web site has been initially developed in the scope of DRIVER+ project. Today, the service is managed by AIT Austrian Institute of Technology GmbH., for the benefit of the European Management. PoS is endorsed and supported by the Disaster Competence Network Austria (DCNA) as well as by the STAMINA and TeamAware H2020 projects.|