Crisis leadership in an acute clinical setting: christchurch hospital, new zealand ICU experience following the february 2011 earthquake.

Introduction On Tuesday, February 22, 2011, a 6.3 magnitude earthquake struck Christchurch, New Zealand. This qualitative study explored the intensive care units (ICUs) staff experiences and adopted leadership approaches to manage a large-scale

Unstable condition involving an impending abrupt or significant change that requires urgent attention and action to protect life, assets, property or the environment.
 

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resulting from the city-wide

Situation where widespread human, material, economic or environmental losses have occurred which exceeded the ability of the affected organisation, community or society to respond and recover using its own resources.

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. Problem To date, there have been a very small number of research publications to provide a comprehensive overview of crisis leadership from the perspective of multi-level interactions among staff members in the acute clinical environment during the process of the

Holistic management process that identifies potential impacts that threaten an organization and provides a framework for building resilience, with the capability for an effective response that safeguards the interests of the organization’s key interested parties, reputation, brand and value­creating activities, as well as effectively restoring operational capabilities.
Note 1 to entry: Crisis management also involves the management of preparedness, mitigation response, and continuity or recovery in the event of an incident, as well as management of the overall programme through training, rehearsals and reviews to ensure the preparedness, response and continuity plans stay current and up-to-date.

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. METHODS: The research was qualitative in nature. Participants were recruited into the study through purposive sampling. A semi-structured, audio-taped, personal interview method was chosen as a single data collection method for this study. This study employed thematic analysis. RESULTS: Formal team leadership refers to the actions undertaken by a team leader to ensure the needs and goals of the team are met. Three core, formal, crisis-leadership themes were identified: decision making, ability to remain calm, and effective communication. Informal leaders are those individuals who exert significant influence over other members in the group to which they belong, although no formal authority has been assigned to them. Four core, informal, crisis-leadership themes were identified: motivation to lead, autonomy, emotional leadership, and crisis as opportunity. Shared leadership is a dynamic process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals. Two core, shared-leadership themes were identified: shared leadership within formal medical and nursing leadership groups, and shared leadership between formal and informal leaders in the ICU. CONCLUSION: The capabilities of formal leaders all contributed to the overall management of a crisis. Informal leaders are a very cohesive group of motivated people who can make a substantial contribution and improve overall team performance in a crisis. While in many ways the research on shared leadership in a crisis is still in its early stages of development, there are some clear benefits from adopting this leadership approach in the management of complex crises. This study may be useful to the development of competency-based

Activities designed to facilitate the learning and development of knowledge, skills, and abilities, and to improve the performance of specific tasks or roles.

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programs for formal leaders, process improvements in fostering and supporting informal leaders, and it makes important contributions to a growing body of research of shared and collective leadership in crisis. Zhuravsky L . Crisis leadership in an acute clinical setting: Christchurch Hospital, New Zealand ICU experience following the February 2011 earthquake. Prehosp Situation where widespread human, material, economic or environmental losses have occurred which exceeded the ability of the affected organisation, community or society to respond and recover using its own resources.

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Med. 2015;30(2):1-6.