Cooper S, Wakelam A
Resuscitation Training, Derriford Hospital, Plymouth, UK.
Resuscitation. 1999 Sep;42(1):27-45. doi: 10.1016/s0300-9572(99)00080-5.
The purpose of this study was to determine the relationship between leadership behaviour, team dynamics and task performance.
This was as an observational study, using video recordings of 20 resuscitation attempts. The Leadership Behaviour Description Questionnaire (LBDQ) was used to measure the level of structure built within the team. Interpersonal behaviour and the tasks of resuscitation were measured with a team dynamics and a task performance scale. The degree to which the leader actively participated, 'hands on', with the tasks of resuscitation, and their previous training in advanced life support (ALS), and experience of resuscitation attempts, were evaluated against the leadership rating.
The degree to which the leader built a structure within the team was found to correlate significantly with the team dynamics (P = 0.000) and the task performance (P = 0.013). Where the leaders participated 'hands on' they were less likely to build a structured team (P = 0.005), the team were less dynamic (P = 0.028) and the tasks of resuscitation were performed less effectively (P = 0.099). Experience gained over a 1-year period did not enhance leadership performance, but leaders who had up to 3 years experience were more likely to be effective in this role (P = 0.072). Interestingly, ALS training did not enhance leadership performance per se. However those leaders who had had recent ALS training were more likely not to participate 'hands on' (P = 0.035). There were some notable shortcomings in the performance of the task and some interesting correlations relating to duration of resuscitation, survival rate estimations, the leaders' attitudes and the teams' level of experience.
Leaders must build a structure within a resuscitation team in order for them to perform effectively. An emergency leadership training programme is essential to enhance the performance of leaders and their teams.
本研究旨在确定领导行为、团队动态与任务绩效之间的关系。
这是一项观察性研究，使用了20次复苏尝试的视频记录。领导行为描述问卷（LBDQ）用于衡量团队内部构建的结构水平。人际行为和复苏任务通过团队动态量表和任务绩效量表进行测量。根据领导评分，评估领导者积极“亲力亲为”参与复苏任务的程度、他们之前接受高级生命支持（ALS）培训的情况以及复苏尝试的经验。
发现领导者在团队中构建结构的程度与团队动态（P = 0.000）和任务绩效（P = 0.013）显著相关。当领导者“亲力亲为”时，他们构建结构化团队的可能性较小（P = 0.005），团队活力较低（P = 0.028），复苏任务执行效率较低（P = 0.099）。1年期间积累的经验并未提高领导绩效，但有3年以下经验的领导者在该角色中更有可能有效（P = 0.072）。有趣的是，ALS培训本身并未提高领导绩效。然而，那些最近接受过ALS培训的领导者更有可能不“亲力亲为”（P = 0.035）。在任务执行方面存在一些明显的不足，以及一些与复苏持续时间、生存率估计、领导者态度和团队经验水平相关的有趣关联。
领导者必须在复苏团队中构建一个结构，以便团队有效执行任务。紧急领导培训计划对于提高领导者及其团队的绩效至关重要。
