Team and leadership factors and their relationship to burnout in emergency medicine during COVID‐19: A 3‐wave cross‐sectional study

Bhanja, Aditi; Hayirli, Tuna Cem; Stark, Nicholas; Hardy, James; Peabody, Christopher R.; Kerrissey, Michaela

doi:10.1002/emp2.12761

Cited by 4 publications

(2 citation statements)

References 25 publications

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“…Our findings imply that when surveyed about their teams, clinicians and staff may be responding about notably different entities from one another (and from what those conducting the research are imagining). This lends empirical support for the need articulated in recent calls to integrate other modes of measuring and defining team entities in fluid environments, such as network methods (Bhanja et al, 2022). We hope that our methods of applying role-based mental models using survey-based measurement will be useful to future efforts to characterize and examine teaming in dynamic environments, including potentially in other contexts beyond primary care.…”

Section: Discussionmentioning

confidence: 60%

“…Individuals may also lose their sense of relatedness when the mental model of the team is highly diffuse, which can lead to feelings of alienation (Ryan and Deci, 2000). Indeed, research has underscored the importance of teams in clinician experience and burnout (Bhanja et al, 2022). But these satisfaction challenges of broader teaming perceptions may not be a necessary consequence; thoughtful design and intentionally setting climates could mitigate them.…”

Section: Discussionmentioning

confidence: 99%

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The ambiguity of “we”: Perceptions of teaming in dynamic environments and their implications

Kerrissey

Novikov

Tietschert³

et al. 2023

Social Science & Medicine

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Section: Discussionmentioning

confidence: 60%

Section: Discussionmentioning

confidence: 99%

The ambiguity of “we”: Perceptions of teaming in dynamic environments and their implications

Kerrissey

Novikov

Tietschert³

et al. 2023

Social Science & Medicine

Self Cite

View full text Add to dashboard Cite

Tailored leadership training in emergency medicine: qualitative exploration of the impact of the EMLeaders programme on consultants and trainees in England

Kneafsey,

Moore,

Palmer

et al. 2024

Emerg Med J

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BackgroundEmergency medicine (EM) consultants are expected to provide leadership to facilitate optimal clinical results, effective teamwork and learning. To foster leadership skills, the Emergency Medicine Leadership Programme (EMLeaders) was launched in 2018 by the Royal College of Emergency Medicine (RCEM), Health Education England and National Health Service England. A mixed-methods evaluation of EMLeaders was commissioned to assess the impact at the strategic, team and individual levels. This paper reports the qualitative evaluation component.MethodsQualitative data collected from 2021 to 2022 were drawn from an online survey of RCEM members in England, which included four open questions about leadership training. At the end of the survey, participants were asked to share contact details if willing to undertake an in-depth qualitative interview. Interviews explored perceptions of the programme and impact of curriculum design and delivery. Data were analysed thematically against the Kirkpatrick framework, providing in-depth understanding.ResultsThere were 417 survey respondents, of whom 177 had participated in EMLeaders. Semistructured interviews were completed with 13 EM consultants, 13 trainees and 1 specialty and associate specialist doctor. EMLeaders was highly valued by EM consultants and trainees, particularly group interaction, expert facilitation and face-to-face practical scenario work. Consultant data yielded the themes: we believe in it; EM relevance is key; on a leadership journey; shaping better leaders; and a broken system. Challenges were identified in building engagement within a pressured workplace system and embedding workplace role modelling. Trainees identified behavioural shift in themselves following the programme but wanted more face-to-face discussions with senior colleagues. Key trainee themes included value in being together, storytelling in leadership, headspace for the leadership lens and survival in a state of collapse.ConclusionThe development of leadership skills in EM is considered important. The EMLeaders programme can support leadership learning but further embedding is needed.

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Crisis leadership behaviors in healthcare: survey validation and influence on staff outcomes in primary care clinics during the COVID-19 pandemic

Yang,

Evans,

Singer

et al. 2024

BMC Health Serv Res

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Background The COVID-19 pandemic triggered an unprecedented transition from in-person to virtual delivery of primary health care services. Leaders were at the helm of the rapid changes required to make this happen, yet outcomes of leaders’ behaviours were largely unexplored. This study (1) develops and validates the Crisis Leadership and Staff Outcomes (CLSO) Survey and (2) investigates the leadership behaviours exhibited during the transition to virtual care and their influence on select staff outcomes in primary care. Methods We tested the CLSO Survey amongst leaders and staff from four Community Health Centres in Ontario, Canada. The CLSO Survey measures a range of crisis leadership behaviors, such as showing empathy and promoting learning and psychological safety, as well as perceived staff outcomes in four areas: innovation, teamwork, feedback, and commitment to change. We conducted an exploratory factor analysis to investigate factor structure and construct validity. We report on the scale’s internal consistency through Cronbach’s alpha, and associations between leadership scales and staff outcomes through odds ratios. Results There were 78 staff and 21 middle and senior leaders who completed the survey. A 4-factor model emerged, comprised of the leadership behaviors of (1) “task-oriented leadership” and (2) “person-oriented leadership”, and select staff outcomes of (3) “commitment to sustaining change” and (4) “performance self-evaluation”. Scales exhibited strong construct and internal validity. Task- and person-oriented leadership behaviours positively related to the two staff outcomes. Conclusion The CLSO Survey is a reliable measure of leadership behaviours and select staff outcomes. Our results suggest that crisis leadership is multifaceted and both person-oriented and task-oriented leadership behaviours are critical during a crisis to improve perceived staff performance and commitment to change.

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Team and leadership factors and their relationship to burnout in emergency medicine during COVID‐19: A 3‐wave cross‐sectional study

Cited by 4 publications

References 25 publications

The ambiguity of “we”: Perceptions of teaming in dynamic environments and their implications

The ambiguity of “we”: Perceptions of teaming in dynamic environments and their implications

Tailored leadership training in emergency medicine: qualitative exploration of the impact of the EMLeaders programme on consultants and trainees in England

Crisis leadership behaviors in healthcare: survey validation and influence on staff outcomes in primary care clinics during the COVID-19 pandemic

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