Skip to main content

Leadership

  • Chapter
  • First Online:
Crisis Management in Acute Care Settings

Abstract

A 12-year-old boy sustains a bicycle accident resulting in an open fracture of the mandible. Because the patient has a full stomach and mouth opening is reduced due to pain, the anesthesia resident decides to perform a rapid sequence induction with thiopental and succinylcholine. The intubation is successful and uneventful and anesthesia is maintained as a total intravenous anesthesia (TIVA) with propofol and remifentanil. After 30 min of uneventful anesthesia, the saturation begins to drop slowly and sinus tachycardia developes. Under the assumption of insufficient anesthetic depth, the resident increases the concentration of propofol and remifentanil. This intervention, however, does not affect the tachycardia. The anesthesia resident checks the i.v. line to rule out soft tissue infiltration and auscultates both lungs. Breath sounds are equal bilaterally. Meanwhile the patient requires 70% oxygen to maintain saturations above 95%. Because the resident is unable to find any apparent cause for the clinical deterioration and because of the danger of the situation, he calls for help from his attending physician. When the attending physician enters the operating room a few minutes later, the patient is receiving a minute volume of 9.5 l/min to maintain the end-expiratory CO2 at 45 mmHg. Infrequent monomorphic premature ventricular contractions are noted on the ECG. The attending tells the resident to insert an arterial pressure line into the radial artery and to obtain an arterial blood gas. The lab results show a combined respiratory and metabolic acidosis with a mild alveolo-arterial difference in the partial pressure of oxygen and a potassium concentration of 5.6 mmol/l. Based on the induction of anesthesia with succinylcholine in conjunction with the current clinical picture and the lab findings, the attending physician decides to interpret the clinical deterioration as symptoms of malignant hyperthermia and to treat it accordingly. The patient’s body temperature is 37.2°C (99°F). He informs the maxillofacial surgeons about the seriousness of the condition and asks them to interrupt the operation. Dantrolene is dissolved in solution and administered to the patient. The arterial blood gas is monitored closely and the appropriate treatments for pH abnormalities, hyperkalemia, and renal protection are initiated. Cardiovascular stability is maintained by catecholamine support. Due to an increase in the patient’s temperature to 39.7°C (103.4°F) over 20 min, the attending anesthesiologist initiates externalcooling procedures, which are accomplished by the surgeons and OR technicians. Twenty minutes after the administration of dantrolene, the heart rate begins to drop slowly and the acid–base status begins to improve. Minute ventilation and FiO2 are gradually reduced. Once the treatment begins to indicate a reassuring response by the patient, the attending physician contacts the pediatric intensive care unit (PICU) and requests a bed for his patient. He informs the pediatric intensivist about the clinical course, the measures taken, and current clinical status. An hour later, the patient is further stabilized and is transferred to the PICU. Over the course of the next day, the patient develops a compartment syndrome of the left lower leg requiring reoperation. The anesthetic is trigger free for malignant hyperthermia and proceeds uneventfully. The patient is extubated postoperatively and is transferred from the PICU to the general ward on the following day. He is discharged from the hospital without any residual symptoms. The patient and his family are tested for their susceptibility to malignant hyperthermia and both the patient and his younger brother have positive results.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 69.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Amalberti R, Auroy Y, Berwick D, Barach P (2005) Five system barriers to achieving ultrasafe health care. Ann Intern Med 142:756–764

    PubMed  Google Scholar 

  • Bass BM, Stogdill RM (2007) Bass and Stogdill’s handbook of leadership: theory, research, and managerial applications, 3rd edn. Free Press, New York and London

    Google Scholar 

  • Blake RR, Mouton JS (1961) Group dynamics: key to decision-making. Gulf Publishing, Houston

    Google Scholar 

  • Blanchard KH, Zigami P, Zigami D (1985) Leadership and the one minute manager: increasing effectiveness through situational leadership. William Morrow, New York

    Google Scholar 

  • Carson JB, Tesluk PE, Marrone JA (2007) Shared leadership in teams: an investigation of antecedent conditions and performance. Acad Manage J 50(5):1217–1234

    Article  Google Scholar 

  • Driskell JE, Salas E (1991) Group decision-making under stress. J Appl Psychol 76:473–478

    Article  Google Scholar 

  • Edmondson AC (2003) Speaking up in the operating room: how team leaders promote learning in interdisciplinary action teams. J Manag Stud 40(6):1419–1452

    Article  Google Scholar 

  • Fiedler F (1967) A theory of leadership effectiveness. Harper and Row Publishers Inc., McGraw-Hill, New York

    Google Scholar 

  • Flin R, Fletcher G, McGeorge P, Sutherland A, Patey R (2003) Anaesthetists’ attitudes toward teamwork and safety. Anaesthesia 58:233–242

    Article  PubMed  CAS  Google Scholar 

  • Flin R, O’Connor P, Crichton M (2008) Leadership. In: Flin R, O’Connor P, Crichton M (eds) Safety at the sharp end. Ashgate, Burlington, pp 129–156

    Google Scholar 

  • Gebert D, von Rosenstiel L (2002) Organisationspsychologie [Organizational psychology]. Kohlhammer, Stuttgart

    Google Scholar 

  • Gibb CA (1954) Leadership. In: Lindzey G (ed) Handbook of social psychology, vol 2. Addison-Wesley, Reading, pp 877–917

    Google Scholar 

  • Hersey P, Blanchard KH (1977) Management of organizational behaviour: utilizing human resources. Prentice-Hall, Englewood Cliffs

    Google Scholar 

  • Iserson KV (1986) Critical leadership. J Emerg Med 4:335–340

    Article  PubMed  CAS  Google Scholar 

  • Judge TA, Piccolo RF (2004) Transformational and transactional leadership: a meta-analytic test of their relative validity. J Appl Psychol 89(5):755–768

    Article  PubMed  Google Scholar 

  • Klein KJ, Ziegler JC, Knight AP, Xiao Y (2006) Dynamic delegation: shared, hierarchical, and deindividualized leadership in extreme action teams. Adm Sci Q 51:590–621

    Google Scholar 

  • Kohn L, Corrigan J, Donaldson M (1999) To err is human: building a safer health system. Committee on Quality of Health Care in America, Institute of Medicine (IOM). National Academy Press, Washington DC

    Google Scholar 

  • Kunzle B, Zala-Mezo E, Wacker J, Kolbe M, Spahn DR, Grote G (2010a) Leadership in anaesthesia teams: the most effective leadership is shared. Qual Saf Health Care 19(6):e46

    Article  PubMed  Google Scholar 

  • Kunzle B, Kolbe M, Grote G (2010b) Ensuring patient safety through effective leadership behaviour: a literature review. Saf Sci 48:1–17

    Article  Google Scholar 

  • Lewin K, Lippitt R, White RK (1939) Patterns of aggressive behaviour in experimentally created “social climates”. J Soc Psychol 10:271–299

    Article  Google Scholar 

  • Likert R (1967) The human organization: its management and value. McGraw-Hill, New York

    Google Scholar 

  • Manser T (2008) Teamwork and patient safety in dynamic domains of healthcare: a review of the literature. Acta Anaesthesiol Scand 53:143–151

    Article  Google Scholar 

  • Marsch SCU, Müller C, Marquardt K, Conrad G, Tschan F, Hunziker P (2004) Human factors affect the quality of cardiopulmonary resuscitation in simulated cardiac arrests. Resuscitation 60:51–56

    Article  PubMed  Google Scholar 

  • McCormick S, Wardrobe J (2003) Major incidents, leadership, and series summary and review. Emerg Med J 20:70–74

    Article  PubMed  CAS  Google Scholar 

  • Michaelis B (2009) Transformational and charismatic leadership effect on performance outcomes. An analysis of linking mechanisms and boundary conditions. Dissertation. Available under http://archiv.ub.uni-heidelberg.de/volltextserver/volltexte/2009/9886/pdf/Dissertation_Michaelis_UB_041009.pdf

  • Murray WB, Foster PA (2000) Crisis resource management among strangers: principles of organizing a multidisciplinary group for crisis resource management. J Clin Anesth 12:633–638

    Article  PubMed  CAS  Google Scholar 

  • Neuberger O (2002) Führen und führen lassen: Ansätze, Ergebnisse und Kritik der Führungsforschung [leading and being lead – leadership research]. Lucius and Lucius, Stuttgart

    Google Scholar 

  • Pearce CL, Conger JA (2003) All those years ago. In: Pearce CL, Conger JA (eds) Shared leadership: reframing the how’s and why’s of leadership. Sage, Thousand Oaks

    Google Scholar 

  • Stogdill RM (1948) Personal factors associated with leadership: a survey of the literature. J Appl Physiol 25:35–71

    CAS  Google Scholar 

  • Stogdill RM (1974) Handbook of leadership: a survey of the literature. Free Press, New York

    Google Scholar 

  • Stout RJ, Cannon-Bowers JA, Salas E, Milanovich DM (1999) Planning, shared mental models, and coordinated performance: an empirical link is established. Hum Factors 41:61–71

    Article  Google Scholar 

  • Tschan F, Semmer NK, Gautschi D (2006) Leading to recovery: group performance and coordinative activities in medical emergency driven groups. Hum Perform 19:277–304

    Article  Google Scholar 

  • Xiao Y, Seagull FJ, Mackenzie CF, Klein KJ (2004) Adaptive leadership in trauma resuscitations teams: a grounded theory approach to video analysis. Cogn Technol Work 6:158–164

    Google Scholar 

  • Yukl GA (2006) Leadership in organizations, vol 6. Prentice Hall, Upper Saddle River

    Google Scholar 

  • Zohar D (2002) The effects of leadership dimensions, safety climate, and assigned priorities on minor injuries in work groups. J Organ Behav 23:75–92

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Michael St.Pierre .

Rights and permissions

Reprints and permissions

Copyright information

© 2011 Springer-Verlag Berlin Heidelberg

About this chapter

Cite this chapter

St.Pierre, M., Hofinger, G., Buerschaper, C., Simon, R. (2011). Leadership. In: Crisis Management in Acute Care Settings. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-19700-0_13

Download citation

  • DOI: https://doi.org/10.1007/978-3-642-19700-0_13

  • Published:

  • Publisher Name: Springer, Berlin, Heidelberg

  • Print ISBN: 978-3-642-19699-7

  • Online ISBN: 978-3-642-19700-0

  • eBook Packages: MedicineMedicine (R0)

Publish with us

Policies and ethics