急诊医学领导力培训:全国调查

IF 1.7 Q2 EDUCATION, SCIENTIFIC DISCIPLINES
Shea Palmer PhD, Amanda Rodrigues Amorim Adegboye PhD, Gareth Hooper PhD, Aanika Khan MSc, Caroline Leech MD, Amanda Moore PhD, Bhupinder Pawar PhD, Ala Szczepura Dphil(Oxon), Chris Turner MD, Rosie Kneafsey PhD
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引用次数: 0

摘要

背景急诊医学(EM)是一种独特的压力环境,在这种环境中,领导力培训可以改善个人和团队的表现、患者的治疗效果、幸福感和急诊医学职业意向。研究的主要目的是评估针对急诊科的领导力培训(EMLeaders)与无领导力培训的比较。其次是与其他形式的领导力培训进行比较。 方法 对英国皇家急诊医学院(RCEM)成员进行在线调查。调查对象分为三组:接受过 EMLeaders 培训、未接受过培训以及接受过其他培训。收集的信息包括各组的人口统计学特征、工作角色、对 14 个领导力知识和技能项目的回答、工作中的幸福感以及 EM 职业意向。 结果 共有 417 人(177 人接受过 EMLeaders 培训,148 人未接受过培训,92 人接受过其他培训)作出了回应,他们在很大程度上代表了 RCEM 成员,尽管 EMLeaders 组的职业级别较低。尽管所有组别都给出了总体上积极的回答,但在 14 个领导力项目中,EMLeaders 在以下 7 个项目上的评价比未接受培训者更积极(所有项目的 p 均为 0.05):临床领导力知识、临床领导力的应用、决策授权、管理急诊科环境、影响急诊科环境的能力、领导力自信心和促进团队的自信心。除决策能力和影响急诊环境的能力外,其他培训组在七个相同项目中的五个项目上都获得了较高的评分。将 EMLeaders 与其他培训进行直接比较后发现,影响急救环境的能力是 EMLeaders 的独特优势(p <0.05),而临床领导力知识则是其他培训的优势(p <0.05)。 结论 EMLeaders 提高了许多方面的领导知识和技能,但几乎没有证据表明它对幸福感或 EM 职业意向产生了影响。EMLeaders尤其提高了影响电磁环境的能力。考虑到 EMLeaders 小组的成员一般都处于职业生涯的早期阶段,这些研究结果很有希望,可以为改进未来针对电磁学的培训提供参考。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Leadership training in emergency medicine: A national survey

Background

Emergency medicine (EM) is a uniquely stressful environment in which leadership training could improve individual and team performance, patient outcomes, well-being, and EM career intentions. The primary aim was to evaluate EM-specific leadership training (EMLeaders) compared to no leadership training. A secondary comparison was with other forms of leadership training.

Methods

An online survey was distributed to Royal College of Emergency Medicine (RCEM) members in England. Three groups were recruited: those who reported receiving EMLeaders training, no training, and other training. Information was collected on group demographics, job roles, responses to 14 leadership knowledge and skills items, well-being at work, and EM career intentions.

Results

A total of 417 responders (177 EMLeaders, 148 no training, 92 other training) were largely representative of RCEM members, although the EMLeaders group were at less senior career grades. Although all groups provided generally positive responses, EMLeaders demonstrated more positive ratings for seven of 14 leadership items relative to no training (all p < 0.05): knowledge about clinical leadership, application of clinical leadership, empowerment to make decisions, managing the emergency department environment, ability to influence the EM environment, confidence in leadership, and confidence in facilitating teams. The other training group demonstrated superior ratings for five of seven of the same items, except empowerment to make decisions and ability to influence the EM environment. Direct comparison of EMLeaders with other training identified ability to influence the EM environment as a unique benefit of EMLeaders (p < 0.05), while knowledge about clinical leadership favored other training (p < 0.05).

Conclusions

EMLeaders improved many aspects of perceived leadership knowledge and skills, but there was little evidence of impact on well-being or EM career intentions. EMLeaders particularly appears to enhance perceived ability to influence the EM environment. Considering that the EMLeaders group were generally earlier in their career, the findings are promising and can inform the refinement of future EM-specific training.

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来源期刊
AEM Education and Training
AEM Education and Training Nursing-Emergency Nursing
CiteScore
2.60
自引率
22.20%
发文量
89
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