| Autor: |
Ryo Esumi, Asami Ito-Masui, Eiji Kawamoto, Mami Ito, Tomoyo Hayashi, Toru Shinkai, Atsuya Hane, Fumito Okuno, Eun Jeong Park, Ryuji Kaku, Motomu Shimaoka |
| Jazyk: |
angličtina |
| Rok vydání: |
2023 |
| Předmět: |
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| Zdroj: |
Interactive Journal of Medical Research, Vol 12, p e50148 (2023) |
| Druh dokumentu: |
article |
| ISSN: |
1929-073X |
| DOI: |
10.2196/50148 |
| Popis: |
BackgroundEffective communication strategies are becoming increasingly important in intensive care units (ICUs) where patients at high risk are treated. Distributed leadership promotes effective communication among health care professionals (HCPs). Moreover, beyond facilitating patient care, it may improve well-being among HCPs by fostering teamwork. However, the impact of distributed leadership on the communication structure and well-being of HCPs remains unclear. ObjectiveWe performed a social network analysis (SNA) to assess the characteristics of each HCP in the network, identify the number of HCP connections, analyze 4 centralities that can measure an HCP’s importance, and evaluate the impact of distributed leadership structure on the well-being and communication structure of the medical staff. MethodsWearable sensors were used to obtain face-to-face interaction data from the ICU medical staff at Mie University Hospital, Japan. Participants wore a badge on the front of their clothing during working hours to measure the total frequency of face-to-face interactions. We collected data about the well-being of medical staff using the Center for Epidemiological Studies–Depression (CES-D) questionnaire and measured 4 centralities using SNA analysis. A CES-D questionnaire was administered during the study to measure the well-being of the HCPs. ResultsOverall, 247 ICU workers participated in this clinical study for 4 weeks yearly in February 2016, 2017, and 2018. The distributed leadership structure was established within the ICU in 2017 and 2018. We compared these results with those of the traditional leadership structure used in 2016. Most face-to-face interactions in the ICU were among nurses or between nurses and other professionals. In 2016, overall, 10 nurses could perform leadership tasks, which significantly increased to 24 in 2017 (P=.046) and 20 in 2018 (P=.046). Considering the increased number of nurses who could perform leadership duties and the collaboration created within the organization, SNA in 2018 showed that the betweenness (P=.001), degree (P |
| Databáze: |
Directory of Open Access Journals |
| Externí odkaz: |
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