Leaderhip and Management in Resusitation - Essay Example

2013, ‘Effects of team coordination during cardiopulmonary resuscitation: A systematic review of the literature’, Jounal of Critical Care, 28(4), pp. 504- 521. 47 Cooper, S & Wakelam, A, 1999, ‘Leadership of resuscitation teams: ‘Lighthouse Leadership’, Resuscitation, 42(1), pp. 27 -45. 47 Daft, R.L. 2000, Management. 5th ed. Philadelphia: The Dryden Press. 47 Dyson, E., & Smith, G. B. 2002, ‘Common faults in resuscitation equipment—guidelines for checking equipment and drugs used in adult cardiopulmonary resuscitation’, Resuscitation, 55(2), pp. 137 -149. 48 Jarman, H.

2009, ‘Sharing expertise—Using clinical nursing rounds to improve UK emergency nursing practice’, Australasian Emergency Nursing Journal, 12 (3), pp. 73 -77. 48 Sarcevic, A., Marsic, I., Waterhouse, L.J., Stockwell, D.C., & Burd, R.S, 2011, ‘Leadership structures in emergency care settings: A study of two trauma centers’, International Journal of Medical Informatics, 80(4), pp. 227 – 238. 51 Sarcevic, A., Palen, L.A., & Burd, R.S., 2011, ‘Coordinating Time-Critical Work with Role-Tagging’, CSCW, pp.

465 – 474. 51 Sellgren, S., Ekvall. G., & Tomson, G. 2006, ‘Leadership styles in nursing management: preferred and perceived’, Journal of Nursing Management, 14, pp. 348 -355. 51 Settervall, C.H., Domingues Cde, A., Sousa, R.M., & Nogueira Lde, S. 2012, ‘Preventable trauma deaths’, Rev Saude Publica, 46, pp. 367–375 51 Svavarsdottir, H. , & Brattebo, G. 2011, ‘Team training – The BEST approach to continuing education in resuscitation', Clin Pediatr, 50 (9), pp. 807 – 815. 51 transactional leadership: Similarities, differences, and correlations with job satisfaction 52 List of Figures and Tables Figure 1 Theoretical Framework p.

10 Figure 2 Servant Leadership and Nursing p. 26 Figure 3 Servant-Leader: Model p. 28 Figure 4 Resuscitation Officer’s Functions p. 29 Figure 5 Resuscitation Officer as Servant-Leader p. 35 Figure 6 Resuscitation Officer as Nursing Leader p. 42 Table 1 Comparison p. 25 Table 2 The Commonality p. 43 Resuscitation Department: Nurse Leadership and Management 1. Introduction Emergency and Resuscitation Department (ERD) is considered as the face of the hospital (Nugus and Braithwaite, 2010). They provide the initial care that the patient requires, whether it is an injury that is life threatening or an illness that needs immediate medical attention.

In this condition, emergency and resuscitation department is considered as one of the most stressful section of the hospital. Since, in the midst of high tension because of the heightened vulnerated condition of the patient (Rosen et al., 2008), the healthcare team must provide proper resuscitation measures in order ensure that no valuable time is lost in saving the patient (Svavarsdottir and Brattebo, 2010). Loss of time and error in the Resuscitation Department are paid dearly by the patient’s increased risk of morbidity (Rosen et al., 2008). In this scenario, there is an incessant demand for the healthcare team in the ERD to hone not only their specific individual and professional skills, but that they should learn to coordinate and work effectively as a team (Cooper and Wakelam, 1999; Sarcevic, Marsic, Waterhouse, Stockwell, and Burd, 2011).

The high stress scenario of ERD is not an imagined reality. In fact, it is an actuality that is encountered daily by