Background: There is compelling evidence to suggest that leadership behaviour and teamwork are critical success factors in healthcare organisations facing increasingly complex demands and limited resources. Effective teamwork is essential to deliver high-quality care, requiring integrating different professionals in the healthcare sector. Leaders play a significant role in facilitating teamwork by managing conflicts and promoting cooperation among team members. The COVID-19 pandemic has further highlighted the importance of leadership in supporting the mental health and well-being of team members. Methods: A cross-lagged research design was used to examine the relationship between mental health-specific (MHS) leadership and teamwork. Participants were 118 healthcare professionals (76.3% female; 44.9% aged between 45 and 54 years old). Results: A serial mediation model was confirmed, showing an indirect effect of mental health leadership on teamwork through interpersonal conflict and cooperation. Conclusions: Effective (MHS) leadership can positively impact the teamwork of healthcare professionals, particularly during times of crisis.

The Impact of Mental Health Leadership on Teamwork in Healthcare Organizations: A Serial Mediation Study

What Went Right? A Mixed-Methods Study of Positive Feedback Data in a Hospital-Wide Mortality Review Survey.

La retroalimentación formativa debe reflejarse como una estrategia cotidiana en la acción educativa. Por lo tanto, la investigación tuvo como objetivo determinar la relación entre la retroalimentación y el trabajo en equipo en estudiantes universitarios de una universidad nacional de Lima Metropolitana. Siguió el paradigma positivista, bajo el enfoque cuantitativo, diseño no experimental y de tipo correlacional. La población y la muestra quedaron definidas por 146 estudiantes universitarios de los distintos departamentos de la Facultad de Ciencias Sociales y Humanidades, quienes cursan las prácticas preprofesionales correspondientes a los ciclos del V al X, en una universidad pública en Lima, Perú. La técnica fue la encuesta y como instrumento se utilizó el cuestionario. Se concluye que existe relación significativa entre la retroalimentación y el trabajo en equipo en estudiantes universitarios, contribuyendo en la formación académica y profesional de los estudiantes. La retroalimentación formativa debe convertirse en una estrategia cotidiana que permita a los actores educativos involucrados en el proceso aprender a desaprender para construir nuevos saberes, fomentando el trabajo en equipo bajo una visión sistémica. 

pdf/retroalimentacion-y-trabajo-en-equipo-en-estudiantes-3nmvk4yxl9.pdf

Retroalimentación y trabajo en equipo en estudiantes universitarios de una universidad nacional de Lima Metropolitana

Clinician well-being and patient safety are intricately linked. We propose that organizational factors (ie, elements of the perioperative work environment and culture) affect both, as opposed to a bidirectional causal relationship. Threats to patient safety and clinician well-being include clinician mental health issues, negative work environments, poor teamwork and communication, and staffing shortages. Opportunities to mitigate these threats include the normalization of mental health care, peer support, psychological safety, just culture, teamwork and communication training, and creative staffing approaches. 

Patient Safety and Clinician Well-Being.

The level of public health cannot be separated from the quality of health services so that high hospital accreditation status is needed considering that hospital accreditation reflects the high and low quality of services that hospital administrators can provide to their patients. This requires optimal human resource management to improve the performance of hospital health workers. One of the dominant factors in the performance of health workers is positive organizational behavior, namely through teamwork. Teamwork describes actions that are planned and managed optimally by each member of the organization to maximize performance. For this reason, this research was carried out to test the influence of the dimensions of the teamwork variable on the performance of hospital health workers. A total of 10 dimensions and 30 indicators were used with a survey method carried out by distributing Google forms. The population in this study was four government hospitals in Banten province using a proportional random sampling method of 150 respondents. The research results show that the 30 indicators used to measure dimensions and latent variables have good validity and reliability. The results of the inner model analysis show very high goodness of fit index values ​​for each dimension which describes high suitability or no discrepancy between the observed values ​​and the expected values ​​in the research model. The results of hypothesis testing showed that the sixteen hypotheses constructed had T-statistic values ​​> 1.96 and P-values ​​< 0.05 so all hypotheses were accepted. The results of this research also found a novelty where the teamwork variable was more dominantly influenced by the comporting dimension, while the health worker performance variable was more dominantly influenced by the assurance dimension. Considering the very high results of the influence of each dimension and the influence of exogenous to endogenous, this is an input for hospital management to be able to improve interpersonal relationships through improving good teamwork in work teams to create conducive conditions and increase employee performance

Second order analisis dimensi 5c teamwork terhadap kinerja tenaga kesehatan pada rumah sakit pemerintah

Objectives The COVID 19 pandemic placed unprecedented strain on healthcare systems and workers, likely also impacting patient safety and outcomes. This study aimed to understand how teamwork climate changed during that pandemic and how these changes affected safety culture and workforce well-being. Methods This cross-sectional observational study of 50,000 healthcare workers (HCWs) in 3 large U.S. health systems used scheduled culture survey results at 2 distinct time points: before and during the first year of the COVID 19 pandemic. The SCORE survey measured 9 culture domains: teamwork climate, safety climate, leadership engagement, improvement readiness, emotional exhaustion, emotional exhaustion climate, thriving, recovery, and work-life balance. Results Response rate before and during the pandemic was 75.45% and 74.79%, respectively. Overall, HCWs reporting favorable teamwork climate declined (45.6%–43.7%, P < 0.0001). At a facility level, 35% of facilities saw teamwork climate decline, while only 4% saw an increase in teamwork climate. Facilities with decreased teamwork climate had associated decreases in every culture domain, while facilities with improved teamwork climate maintained well-being domains and saw improvements in every other culture domain. Conclusions Healthcare worker teamwork norms worsened during the COVID-19 pandemic. Teamwork climate trend was closely associated with other safety culture metrics. Speaking up, resolving conflicts, and interdisciplinary coordination of care were especially predictive. Facilities sustaining these behaviors were able to maintain other workplace norms and workforce well-being metrics despite a global health crisis. Proactive team training may provide substantial benefit to team performance and HCW well-being during stressful times. 

Teamwork Before and During COVID-19: The Good, the Same, and the Ugly…

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Teamwork Before and During COVID-19: The Good, the Same, and the Ugly…