The Role of the Trauma Nurse Leader in a Pediatric Trauma Center

Wurster, Lee Ann; Coffey, Carla; Haley, Kathy; Covert, Julia

doi:10.1097/jtn.0b013e3181b9e0ca

Cited by 9 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…DISCUSSION This article describes the development and pilot implementation of an educational program at a Level II trauma center. The literature reveals a handful of other homegrown trauma educational programs, and such programs have reported variable outcomes (Harvey et al, 2019;Lee & Battle, 2018;Pirrung, 2016;Wurster et al, 2009). For example, Harvey et al (2019) incorporated Team STEPPS into an advanced trauma nurse training program and found a significant improvement in confidence in skills (p < .05) and improved trauma team resuscitation performance, but these changes were not sustained at 6 and 12 months.…”

Section: Resultsmentioning

confidence: 99%

ATTAC! Development of a Novel Advanced Trauma Team Application Course

Orr

Stevens

McCotter

et al. 2023

Journal of Trauma Nursing

View full text Add to dashboard Cite

The pilot course was conducted from May 2019 to May 2020 at a Level II trauma center in the Northwest United States. Nurses reported ATTAC improved assessment skills, team communication, and comfort in caring for trauma patients (mean = 9.4; 95% CI [9.0, 9.8]; scale of 0-10). Participants indicated scenarios closely mimicked real-world situations; concept application commenced directly following each session. CONCLUSION:This novel approach to advanced trauma education promotes development of advanced skills that enable nurses to anticipate needs rather than being reactive, engage in critical thinking, and adapt to rapidly changing patient conditions.

show abstract

Section: Resultsmentioning

confidence: 99%

ATTAC! Development of a Novel Advanced Trauma Team Application Course

Orr

Stevens

McCotter

et al. 2023

Journal of Trauma Nursing

View full text Add to dashboard Cite

show abstract

Section: Resultsmentioning

confidence: 99%

“…Twelve articles described shared leadership as an IP, that is, team leadership input was structured with more than one designated leadership position with defined leadership tasks. 13,[68][69][70][71][72][73][74][75][76][77][78] In some cases, it was explicit that a single leader retained hierarchical authority over other leaders. The purpose of leadership sharing in these cases seemed to be sharing for task load distribution.…”

Section: Institutionalized Practicesmentioning

confidence: 99%

Shared Leadership in Healthcare Action Teams: A Systematic Review

et al. 2018

View full text Add to dashboard Cite

Objectives:The aims of this review were to consolidate the reported literature describing shared leadership in healthcare action teams (HCATs) and to review the reported outcomes related to leadership sharing in healthcare emergencies.Methods: A systematic search of the English language literature before November 2017 was performed using PsycINFO, MEDLINE, PubMed, CINAHL, and EMBASE. Articles describing sharing of leadership functions in HCATs were included. Healthcare teams performing routine work were excluded. Studies were reviewed for type of leadership sharing and sharing-related outcomes.Results: Thirty-three articles met the inclusion criteria. A variety of shared leadership models were described across the following three categories: spontaneous collaboration, intuitive working relations, and institutionalized practices. While leadership sharing has the potential for both positive and negative influences on team performance, only six articles reported outcomes potentially attributable to shared leadership.Conclusions: Despite strong evidence for a positive relationship between shared leadership and team performance in other domains, there is limited literature describing shared leadership models in HCATs. The association between shared leadership and team performance in HCATs is a rich area for further investigation.

show abstract

“…The finding of no benefit in this study is in contrast to the body of teamwork science suggesting benefits of shared leadership. [13][14][15] Studies in other medical emergency team settings such as trauma and cardiac arrest have also demonstrated benefits, 10,[32][33][34] but these results may be confounded by the presence of additional team members or other quality improvement activities performed by new nurse leaders. Exactly why coleadership did not lead to improved team performance is not known, but previously reported factors limiting the success of shared leadership in teams include cultural barriers to effective shared leadership, misaligned labor division, and factors relating to the nature of the task.…”

Section: Discussionmentioning

confidence: 99%

Coleadership in Maternity Teams, a Randomized, Counterbalanced, Crossover Trial in Simulation

Janssens¹,

Clipperton²,

Simon³

et al. 2022

Sim Healthcare

View full text Add to dashboard Cite

Objective: This study aimed to measure the effect of a coleadership model on team performance compared with singular leadership model in simulated maternity emergencies. Methods: A randomized, counterbalanced, crossover trial was performed at 2 tertiary maternity hospitals. Teams of obstetric physicians and nurse/midwives responded to 2 simulated maternity emergencies in either a singular or coleadership model. The primary outcome measure was teamwork rated with the Auckland Team Behavior tool. Secondary outcome measures included clinical performance (completion of critical tasks, time to critical intervention, documentation), self-rated teamwork (TEAM tool) and workload. Participants also answered a survey assessing their views on the coleadership model. Paired t tests and mixed-effects linear regression considering team as a random effect were used to estimate the unadjusted and adjusted associations between leadership model and the outcomes of interest. Results: There was no difference between leadership models for the primary outcome of teamwork (5.3 vs. 5.3, P = 0.91). Clinical outcome measures and self-rated teamwork scores were also similar. Team leaders reported higher workload than other team members, but these were not different between the leadership models. Participants viewed coleadership positively despite no measured objective evidence of benefit. Conclusions: A coleadership model did not lead to a difference in team performance within simulated maternity emergencies. Despite this, participants viewed coleadership positively.

show abstract

The Role of the Trauma Nurse Leader in a Pediatric Trauma Center

Cited by 9 publications

References 0 publications

ATTAC! Development of a Novel Advanced Trauma Team Application Course

ATTAC! Development of a Novel Advanced Trauma Team Application Course

Shared Leadership in Healthcare Action Teams: A Systematic Review

Coleadership in Maternity Teams, a Randomized, Counterbalanced, Crossover Trial in Simulation

Contact Info

Product

Resources

About