O Exercício Da Liderança Sob a Ótica De Enfermeiros De Pronto Socorro

Abstract

Estudo descritivo com abordagem qualitativa que objetivou identificar como enfermeiros de um pronto socorro percebem o exercício da liderança em sua prática profissional. Os dados foram coletados por meio de entrevistas semiestruturadas com nove enfermeiros de um hospital-escola de Curitiba - Paraná, de maio a julho de 2011. Após a transcrição das entrevistas, os dados foram submetidos à análise de conteúdo, que deu origem a três categorias. A primeira descreve o conceito de liderança na perspectiva dos enfermeiros; na segunda são abordadas as características da liderança a serem praticadas no pronto socorro e na terceira discorre-se sobre os atributos do enfermeiro-líder no cenário emergencial hospitalar. Conclui-se que a liderança é uma competência gerencial essencial para a prática do enfermeiro no setor de emergência e que, para sua efetiva mobilização, ele deve manter-se atualizado e fazer uso das habilidades de comunicação, negociação, autonomia, criatividade e valorização dos membros da equipe.

Communication and leadership in emergency situations: Systematic literature review and recommendations for practice

“…[14] Leaders should be role models and lead by example, guiding the team and making substantiated and quick decisions. [14,17] The choice of a leader is an important step in this process [18] and should be based on experience and professional status, [15] without neglecting professional experience and reflective practice, [16] given that the lack of experience is a clear barrier to an effective leadership. [6,19] In this sense, appointing physicians to leadership roles just because they are physicians can be a mistake.…”

“…[25] Leaders should also be chosen based on characteristics such as humility and the ability to share successes, [14] assume responsibility, [1][2][3][4][5][6][7][8][9][10][11][12][13][14][15] and solve conflicts through negotiation, both within the team and with patients and/or family. [15][16][17] The leadership strategy should be adjusted according to the situation, which may require a more "autocratic" or "participative" leadership. [13,16] When a situation requires a swift intervention, or when team members are less experienced, the leader should be more assertive.…”

“…Leaders should have in-depth knowledge of the team in order to be able to adjust their leadership style [14,17] because leaders can only put the right person in the right place [18] and delegate tasks properly if they are aware of each member's potential.…”

“…However, when the situation runs smoothly, and team members show adequate experience and autonomy, the leader can adopt a shared and participative model of leadership. [13,17,32] In any case, leadership should be exerted through knowledge, safety, and experience, [17] and never through mere authoritarianism or intimidation. [18] Team consensus is particularly essential when dealing with ethical dilemmas (e.g., the decision to stop resuscitation efforts).…”

“…[4,5,11,13,16,18,22,[24][25][26]29] Simulation-based training is an important pedagogical tool to consolidate knowledge, [30,31] develop acute care skills, maintain proficiency, [30,[32][33][34] and produce leaders. [35][36][37][38][39] Communication and leadership are two closely related concepts, [13] to the extent that effective leadership requires effective communication [4,10,11,19,24,26] at different levels: to collect and process data; [14] to make quick [13,22] and correct decisions; [16,19,22] to achieve a more effective teamwork; [13,17,23,25] to motivate the team; [14] to improve the overall quality of the response; [4,14,15,20,24,29] and to improve patient safety. [4, 13-15, 18, 19, 22, 24] Lead...…”