1 | Yule et al (2008)39 | UK, n=44 consultant surgeons | Observation, NOTSS | Leading the team and providing direction, demonstrating high standards of clinical practice and care, and being considerate about the needs of individual team members. | |
2 | Sevdalis et al (2008)40 | UK, junior surgical teams, 20 half day sessions, 10 full day sessions. Exact n not stated | Observation, Revised NOTECHS | Adherence to best practice, time management, resource utilisation, giving feedback, authority and assertiveness | |
3 | Undre et al (2007)41 | UK, 20 teams, n=80 | Observation, OTAS, ICATS-N, Revised NOTECHS, technical performance evaluation from technical trainers | Adherence to best practice, time management, resource utilisation, giving feedback, authority and assertiveness | A: Mixed model ANOVA, independent and paired sample t-tests, Cronbach alpha, evaluation of technical and non technical skills during simulation, self assessment and trainer assessment O: None
|
4 | Catchpole et al (2008)42 | UK, 26 laparoscopic cholsystectomies, 22 cartoid endartrectomies, 54 total team members | Observation, Oxford NOTECHS | Involves, reflects on suggestions, coaches, inspires, motivates, maintenance of standards, planning and workload management, authority and assertiveness | A: ANOVA and linear regression O: Time in theatre, technical problems, procedural problems, Oxford NOTECHS performance
|
5 | Healey et al (2004)43 | UK, 50 cases, 2 independent observers, type of cases not stated | Observation, OTAS | Provision of direction, assertiveness and support among team members | |
6 | Horwitz et al (2008)44 | USA, n=65 surgical residents | Questionnaire, MLQ | Process of influence that an individual asserts over others to attain specified goals | |
7 | Flin et al (2006)45 | UK, 17 hospitals, n=352, response rate (48%), 138 consultant surgeons, 93 trainee surgeons, 121 theatre nurses | Questionnaire, ORMAQ | Four leadership decision making styles were examined: autocratic, consultation, joint, delegation | |
8 | Makary et al (2006)46 | USA, 60 hospitals only operating room personnel, n=2135, response rate 77.1% | Questionnaire, SAQ | Overall teamwork assessed, leadership is a subscale of the SAQ | |
9 | Edmonson, (2003)47 | USA, 16 cardiac surgery teams, 165 interviews from 16 different hospitals | Interview, observation | Coordinate action when members might not know what to do, seeing the whole picture and understanding how different sources of expertise fit together, create shared meaning about the situations they face, address barriers, coach, provide clarification and feedback, seek input, be accessible and receptive to ideas and questions | A: Coded interview data, within method triangulation, coded rating of interview data, spearman's rho O: Success of implementation of new cardiac surgery technology in OR
|
10 | Yule et al (2006)48 | UK, n=27 consultant surgeons, 11 hospitals | Interview, critical incident technique | Leading the team and providing direction, demonstrating high standards of clinical practice and care, and being considerate about the needs of individual team members. | |