Leadership and Followership in Military Interprofessional Health Care Teams

Military Health Care Team Cohesion and Performance During Simulation Training

INTRODUCTION

Military health care team cohesion has been linked to improved performance during simulation training. However, there is a gap in current research regarding the processes by which teams become cohesive within simulation training. The purpose of this study was to explore how health care teams evolve during high-fidelity simulation training and the ways in which team cohesion impacts their performance.

MATERIALS AND METHODS

The participants in our study were fourth-year military medical students participating in a 5-day high-fidelity military medical simulation during Fall 2022.Twenty-three students volunteered to participate in our study. We interviewed each participant twice during the simulation and then transcribed each interview using an automated transcription service. Guided by the grounded theory tradition of qualitative data analysis, we used open, axial, and selective coding to analyze the interview data.

RESULTS

Our data analysis revealed that teams went through a process of (1) struggle, (2) adaptation, (3) perceived improvement, (4) gained confidence, and (5) perceived team cohesion. Teams struggled through the various barriers to group cohesion (i.e., power dynamics, role designation and competency, and task failures and low team confidence) in order to understand their weaknesses. As teams adjusted and noticed improvement, they adapted new patterns, protocols, and standards of practice based on previous failures, improving their overall confidence. The participants perceived their teams as successful once they had progressed through these phases and ended the simulation as a cohesive unit.

CONCLUSIONS

Our qualitative data analysis provided insight into team cohesion as it was forged by participants in real time as the simulation progressed. The results of our study can be used to promote team cohesion not only during simulation training but also within military health care professional teams in order to enhance their performance in the field.

Followership in interprofessional healthcare teams: a state-of-the-art narrative review

OBJECTIVE

A state-of-the-art (SotA) literature review-a type of narrative review- was conducted to answer: What historical developments led to current conceptualisations of followership in interprofessional healthcare teams (IHTs)?

DESIGN

Working from a constructivist orientation, SotA literature reviews generate a chronological overview of how knowledge evolved and presents this summary in three parts: (1) this is where we are now, (2) this is how we got here and (3) this is where we should go next. Using the SotA six-stage methodology, a total of 48 articles focused on followership in IHTs were used in this study.

RESULTS

Articles about followership within IHTs first appeared in 1993. Until 2011, followership was framed as leader-centric; leaders used their position to influence followers to uphold their dictums. This perspective was challenged when scholars outside of healthcare emphasised the importance of team members for achieving goals, rejecting a myopic focus on physicians as leaders. Today, followership is an important focus of IHT research but two contradictory views are present: (1) followers are described as active team members in IHTs where shared leadership models prevail and (2) conceptually and practically, old ways of thinking about followership (ie, followers are passive team members) still occur. This incongruity has generated a variable set of qualities associated with good followership.

CONCLUSIONS

Leadership and followership are closely linked concepts. For leaders and followers in today's IHTs to flourish, the focus must be on followers being active members of the team instead of passive members. Since theories are increasingly encouraging distributed leadership, shared leadership and/or situational leadership, then we must understand the followership work that all team members need to harness. We need to be cognizant of team dynamics that work within different contexts and use leadership and followership conceptualisations that are congruent with those contexts.

Impact on Faculty's Own Development When Assessing Student Performance

INTRODUCTION

Assessing learner performance is a primary focus within simulation-based education in order to prepare students with the knowledge and skills they will need going forward in their careers. In order to properly conduct these assessments of learner performance, faculty must be adequately trained on the scenario, expectations, assessment measures, and debriefing. During Operation Bushmaster, a five-day "deployment" for learners, faculty assess students as they rotate through different leadership roles. The faculty development includes online and in-person training that provides them with an understanding of the scenario; what learners know; the framework used at USU to guide curriculum, development, and assessment; how to assess learners; and how to provide feedback to learners. Research has examined the value of receiving assessment and feedback from a student perspective, but the impact of being the assessor and giving feedback has not been researched from the faculty point of view. The purpose of this study, therefore, was to examine the impact of assessing students in simulation scenarios on faculty's own development as an educator and leader.

MATERIALS AND METHODS

Through a phenomenological qualitative study, we explored participants' lived experiences as faculty at Operation Bushmaster. Eighteen faculty from a variety of medical specialties and military ranks volunteered to participate. Participants were interviewed in-person using a semi-structured interview. Analyses included individually reading through each transcript; then individually coding and taking notes of terms and phrases used by participants; codes were compiled and organized into categories, which became the themes of our study.

RESULTS

The interviews demonstrated the following themes in which providers who serve as faculty of Operation Bushmaster believe they gain from the experience: (1) The experience helps to reground their own thinking; (2) acting as faculty during simulation-based education helps them remain up-to-date on necessary skills; and (3) working with students helps faculty continually develop as an educator and a leader.

CONCLUSIONS

This work describes how even when faculty are brought in for learner assessment, they are taking away lessons and experiences that aid in their own development as an educator as well as a leader. Acting as an assessing faculty for students may allow faculty to reground their own thinking, remain up-to-date on necessary skills, and continually develop their skills as an educator and leader. These findings suggest that some faculty involved in simulation events may also gain knowledge, skills, and experiences that can help with their own development even when the focus is on learners.

Followership: an undervalued concept in effective teams within the military and NHS

INTRODUCTION

Leadership is accepted as a crucial component of effective working within teams. Followership's contribution to successful performance is increasingly recognised but understudied. This study evaluated followership levels in military doctors at different stages of their careers and made recommendations for how followership concepts can be used to develop the self and better understand the challenges of small team working.

METHODS

A self-report study in which Kelley's followership questionnaire was distributed to 64 military doctors in three cohorts. 53 results were assessed using Kelley's followership framework. Subgroup analysis was undertaken to look at differences depending on service, age, gender and career stage.

RESULTS

The study demonstrated a predominant exemplary followership style within military doctors. No statistical difference was identified at the 0.05 level in followership by career stage, age, gender or service in the sample group.

CONCLUSION

This study gives insight into the attributes of doctors within the Defence Medical Services and laid out a methodology for further cohort evaluations of followership. It made recommendations on the areas of the field that require further research and how followership concepts may be included in further development courses and reporting for military medical personnel.

The Physician Leader: Teaching Leadership in Medicine

An integral part of a physician's practice includes being a leader, especially as there is a strong need for skilled leaders to advocate and navigate patient-centered and organizational outcomes. Nephrologists undertake multiple leadership roles, but dedicated leadership training is lacking in medical and postgraduate education. Given the growing need for physician leaders, practitioners in nephrology and beyond must become better equipped in understanding the role of leadership skills in medical practice. Nephrology and the medical community as a whole should focus on intentional and dedicated leadership in medical education training to better groom physicians for leadership roles. In this paper, we define and discuss the components and styles of leadership. We further propose cognitive models that allow one to apply leadership theory in common practice.

Knowledgeability and Identification: Explaining Military Interprofessional Healthcare Teams' Excellence and Readiness

The importance of successful interprofessional collaboration for effective patient care is generally acknowledged. Research into interprofessional collaboration has thus far been mainly situated in the civilian context and has mostly indicated barriers that prevent successful interprofessional collaboration. However, military interprofessional healthcare teams (MIHTs) seem to be exceptionally successful. Building on the overarching finding of the studies within this special edition-i.e., that MIHTs' readiness and excellence are in part due to healthcare professionals' "shared understanding" of what is needed to effectively serve on an MIHT-this commentary uses the theory of Landscape of Practice as a lens to further explain the processes through which healthcare professionals attain this shared understanding. Used within the fields of Health Professions Education and workplace learning, Landscapes of Practice (LoP) helps to explain how learning occurs within practice. It highlights how, by engaging within the various working environments belonging to a profession, social interactions between the various professionals within that environment form the conduit for learning. LoP highlights that the outcome of this learning process is "knowledgeability," i.e., understanding of how to engage within the field and with its players, resulting in being an acknowledged member of the field. Fostered through a process called "identification," professionals learn to see how their professional practice aligns with that of others and how to effectively collaborate with others. The commentary explains how the findings of the separate studies within this special edition strongly resonate with knowledgeability and identification. It is concluded that civilian interprofessional healthcare teams may benefit from incorporating characteristics of MIHTs in their training programs.

Perseverance: An Essential Trait of Military Interprofessional Healthcare Teams

INTRODUCTION

Perseverance-doing something despite difficulty-is an asset to healthcare professionals, yet not all providers display this trait. The literature offers no conceptualization of perseverance as it relates to military caregivers. This research sought to explore the perseverance displayed by members of military interprofessional healthcare teams (MIHTs) and to construct a framework for explaining the role of perseverance in MIHTs' collaborative work.

METHODS

Using Grounded Theory, this interview-based study collected insights from 30 individuals who had participated in MIHTs and/or led MIHTs. Participants represented 11 different health professions, both officers and enlisted military members, and three branches of the U.S. military (i.e., Army, Navy, and Air Force). Data were collected and analyzed in iterative cycles until theme saturation was achieved.

RESULTS

We identified practices through which perseverance was exhibited by members of MIHTs: (1) humility, (2) mission focus, (3) team effort, (4) failure is not an option, (5) comfort with discomfort, and (6) continuous improvement. We then clustered these practices into three subcategories, reflecting how certain practices may connect to support MIHT perseverance.

CONCLUSIONS

These six practices appear connected in significant ways to support the MIHTs' efforts. Humility, mission focus, and team effort can help team members collaborate as a unified and mutually supportive team. From this base, MIHTs seemed able to become comfortable with discomfort and to refuse failure as an option. These orientations then allowed the team to engage in continuous improvement. Together, these practices may enhance team perseverance and ultimately team performance.

Military Interprofessional Healthcare Teams: Identifying the Characteristics That Support Success

Military interprofessional healthcare teams (MIHTs) are foundational to the care provided to military members and their families. However, to date, very little research has investigated MIHTs. Notably, we have few insights into what distinguishes successful MIHTs. This manuscript presents findings from a program of research that was carried out to address this gap. We review what is known about MIHTs to date and the Uniformed Services University's (USU) focused efforts to ensure that greater understanding of MIHTs was developed. We provide an overview of the USU-supported research and of the findings that were generated by that inquiry. After summarizing the manuscripts included in this special edition of Military Medicine, we close by acknowledging and thanking key members of the U.S. military healthcare system who supported this research.