Hostname: page-component-76fb5796d-skm99 Total loading time: 0 Render date: 2024-04-25T22:16:54.864Z Has data issue: false hasContentIssue false
  • English
  • Français

Screening China Emergency Medical Team (CEMT) Members: A Self-Leadership Perspective

Published online by Cambridge University Press:  31 October 2018

Xinxin Hao ,
Xiaoxue Li  and
Jingchen Zheng
Xinxin Hao
Affiliation:
School of Public Health, Fudan University, Shanghai, China
Xiaoxue Li
Affiliation:
Modern Hospital Management Institute, General Hospital of Chinese Armed Police Force, Beijing, China
Jingchen Zheng*
Affiliation:
School of Public Health, Fudan University, Shanghai, China Modern Hospital Management Institute, General Hospital of Chinese Armed Police Force, Beijing, China
*
Correspondence: Jingchen Zheng, PhD School of Public Health, Fudan University Shanghai 200032, China General Hospital of Chinese Armed Police Force Beijing 100039, China E-mail: 64510521@qq.com
Get access Rights & Permissions [Opens in a new window]

Abstract

Objective

This study aims at establishing the self-leadership development model (SLM) of China Emergency Medical Team (CEMT) members as a supplement to current selection standards of CEMT members.

Methods

Raw dataset was obtained through two ways: in-depth interviews and documentary materials (memoirs and articles). The in-depth interviews were conducted with a purposive sample of 12 CEMT members, all of whom have participated in multiple disaster relief activities and have been CEMT members for more than two years. This paper followed a grounded theory methodology dealing with all data.

Results

Based on tasks, the SLM-CEMT consists of three basic parts: (1) making plans; (2) action; and (3) outcomes. Different parts involve various self-leadership strategies, of which five are the original dimensions of previous research (goal-setting, visualizing successful performance, self-talk, self-reward, and self-correcting feedback) and three are new dimensions (role clarity, self-initiative, and self-vigilance).

Conclusions:

The SLM-CEMT, with the three new parts, provides a new look at screening CEMT members as well as pondering on future research. Based on the SLM-CEMT, administrators could screen more qualified CEMT members. For the limitations, future work will be on the generalization and confirmation of this model.

HaoX, LiX, ZhengJ.Screening China Emergency Medical Team (CEMT) Members: A Self-Leadership Perspective. Prehosp Disaster Med. 2018;33(6):596–601.

Keywords

China Emergency Medical Team (CEMT)disaster medicinescreeningself-leadership
Type
Original Research
Information
Prehospital and Disaster Medicine , Volume 33 , Issue 6 , December 2018 , pp. 596 - 601
Copyright
© World Association for Disaster and Emergency Medicine 2018 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

Conflicts of interest/funding: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this paper. The authors received no financial support for the research, authorship, and/or publication of this paper.

References

1. Kondo, H, Koido, Y, Morino, K, et al. Establishing disaster medical assistance teams in Japan. Prehosp Disaster Med. 2009;24(6):556-564.Google Scholar
2. Galaskiewicz, J, Pfeffer, J. Organizations and organization theory. Soc Forces. 1982;63(2):614.Google Scholar
3. Zhang, Y, Chen, L, Xia, L. The condition of mental health of earthquake medical rescuers and its influencing factors. China J Health Psychol. 2012;20(8):1154-1156.Google Scholar
4. Xie, M, Wang, GL, Dong, HJ, Tang, N, Wang, XS. Investigation of the influence of earthquake disaster on the mental health of emergency rescue medical staff of PLA. Med Pharm J Chin PLA. 2011;23(6):55-57.Google Scholar
5. Zhe, LI, Jin, LI, Liu, Y, Liao, H, Feng, Y. A mental health survey of medical staffs who took part in rescue in disaster area after Wenchuan earthquake. Chin J Evid Based Med. 2009;9(11):1151-1154.Google Scholar
6. Redmond, AD. Characteristics of medical teams in disaster. Prehosp Disaster Med. 2017;32(6):700.Google Scholar
7. Willems, A, Waxman, B, Bacon, AK, Smith, J, Kitto, S. Interprofessional non-technical skills for surgeons in disaster response: a literature review. J Interprof Care. 2013;27(5):380.Google Scholar
8. Peller, J, Schwartz, B, Kitto, S. Nonclinical core competencies and effects of interprofessional teamwork in disaster and emergency response training and practice: a pilot study. Disaster Med Public. 2013;7(4):395.Google Scholar
9. Lee, YS, Park, SH, Kim, JK. Nursing students’ self-leadership, self-efficacy, interpersonal relation, college life satisfaction. J Korea Cont Assoc. 2014;14(6):229-240.Google Scholar
10. Lim, KM, Bae, SK, Kim, HS. The effects of self-leadership and self-efficacy on organizational effectiveness and organizational citizenship behavior in nurses. Rev Ceres. 2013;7(4):651-660.Google Scholar
11. Manz, CC. Mastering Self-Leadership: Empowering Yourself for Personal Excellence. Englewood Cliffs, New Jersey USA: Prentice-Hall; 1992.Google Scholar
12. Manz, CC. Self-leadership: toward an expanded theory of self-influence processes in organizations. Acad Manage Rev. 1986;11(3):585-600.Google Scholar
13. Manz, CC, Neck, CP. Mastering Self-Leadership: Empowering Yourself for Personal Excellence. 3rd edition. Upper Saddle River, New Jersey USA: Pearson Prentice-Hall; 2004.Google Scholar
14. Altheide, DL, Johnson, JM. “Criteria for assessing interpretive validity in qualitative research.” In: Denzin NK, Lincoln YS, (eds). Collecting and Interpreting Qualitative Materials. Thousand Oaks, California USA: Sage; 1998.Google Scholar
15. Burgess, RG. “The Unstructured Interview as a Conversation.” In: Burgess RG (ed.) Field Research: A Sourcebook and Field Manual. London, UK: Allen and Unwin; 1982.Google Scholar
16. Corbin, J, Strauss, A. Basics of Qualitative Research: Grounded Theory Procedures and Techniques. 3rd edition. London, UK: Sage; 2008.Google Scholar
17. Strauss, A, Corbin, J. Basics of Qualitative Research: Grounded Theory Procedures and Techniques. 2nd edition. London, UK: Sage; 1998.Google Scholar
18. Winczorek, J. Usage of software packages R and RQDA in a qualitative-quantitative content analysis of verdicts of Polish Constitutional Tribunal. Przeglad Socjologii Jakosciowej. 2014;10(2):138-161.Google Scholar
19. Corbin, JM, Strauss, AL. Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory. London, UK: Sage; 1998.Google Scholar
20. Lewis, S. Qualitative inquiry and research design: choosing among five approaches. Sage Publications. 2015;16(4):473-475.Google Scholar
21. Strauss, A, Corbin, J. Basics of Qualitative Research: Grounded Theory Procedures and Techniques. Newbury Park, California USA: Sage; 1990.Google Scholar
22. Pidgeon, N, Henwood, K. “Grounded theory.” In: Hardy M, Bryman A, (eds). Handbook of Data Analysis. London, UK: Sage; 1995: 625-648.Google Scholar
23. Charmaz, K. “Qualitative interviewing and grounded theory analysis.” In: Gubrium J, Holstein JA, (eds). Handbook of Interview Research. Thousand Oaks, California USA: Sage; 2002: 675-694.Google Scholar
24. Gollwitzer, PM. Implementation intentions: strong effects of simple plans. Am Psychol. 1999;54(7):493-503.Google Scholar
25. Locke, EA, Latham, GP. Goal Setting: A Motivational Technique that Works! Englewood Cliffs, New Jersey USA: Prentice-Hall; 1984.Google Scholar
26. Locke, EA, Latham, GP. A Theory of Goal Setting and Task Performance. Englewood Cliffs, New Jersey USA: Prentice-Hall; 1990a.Google Scholar
27. Manz, CC, Sims, HP Jr. Self-management as a substitute for leadership: a social learning theory perspective. Acad Manage Rev. 1980;5(3):361-367.Google Scholar
28. Helzer, EG, Dunning, D. Why and when peer prediction is superior to self-prediction: the weight given to future aspiration versus past achievement. J Pers Soc Psychol. 2012;103(1):38.Google Scholar
29. Frese, M, Kring, W, Soose, A, Zempel, J. Personal initiative at work: differences between East and West Germany. Acad Manage J. 1996;39(1):37-63.Google Scholar
30. Warm, JS, Parasuraman, R, Matthews, G. Vigilance requires hard mental work and is stressful. Hum Factors. 2008;50(3):433.Google Scholar
31. Ellis, A. Reason and Emotion in Psychotherapy. New York USA: Lyle Stuart; 1962.Google Scholar
32. Manz, CC, Neck, CP. Inner leadership: creating productive thought patterns. Exec. 1991;5(3):87-95.Google Scholar
33. Neck, CP, Manz, CC. Thought self-leadership: the influence of self-talk and mental imagery on performance. J Organ Behav. 1992;13(7):681-699.Google Scholar
34. Johnson, JJM, Hrycaiko, DW, Johnson, GV, Halas, JM. Self-talk and female youth soccer performance. Sport Psychol. 2010;18(1):44-59.Google Scholar
35. Hardy, J. Speaking clearly: a critical review of the self-talk literature. Psychol Sport Exerc. 2006;7(1):81-97.Google Scholar
36. Ho, J, Nesbit, PL. A refinement and extension of the self-leadership scale for the Chinese context. J Manage Psychol. 2009;24(5):450-476.Google Scholar
37. Manz, CC, Sims, HP. The New Super-Leadership: Leading Others to Lead Themselves. Oakland, California USA: Berrett-Koehler Publishers; 2001.Google Scholar
38. Neck, CP, Houghton, JD. Two decades of self-leadership theory and research: past developments, present trends, and future possibilities. J Manage Psychol. 2006;21(4):270-295.Google Scholar
39. Houghton, JD, Neck, CP. The revised self-leadership questionnaire: testing a hierarchical factor structure for self-leadership. J Manage Psychol. 2002;17(8):672-691.Google Scholar
40. Liang, HZ. A study on self-leadership structure of enterprise employee in Chinese culture background. Doctoral dissertation. The Henan University; Kaifeng, China. 2009.Google Scholar
41. Curnin, S, Owen, C, Paton, D, Trist, C, Parsons, D. Role clarity, swift trust and multi‐agency coordination. J Conting Crisis Manage. 2015;23(1):29-35.Google Scholar
42. Pedersen, MJB, Gjerland, A, Rund, BR, Ekeberg, Ø, Skogstad, L. Emergency preparedness and role clarity among rescue workers during the terror attacks in Norway July 22, 2011. PloS One. 2016;11(6):e0156536.Google Scholar
43. Lanzara, GF. Ephemeral organizations in extreme environments: emergence, strategy, extinction. J Manage Stud. 1983;20(1):71-95.Google Scholar
44. Goodman, RA, Goodman, LP. Some management issues in temporary systems: a study of professional development and manpower-the theater case. Admin Scie Quart. 1976;21(3):494-501.Google Scholar
45. Bigley, GA, Roberts, KH. The incident command system: high-reliability organizing for complex and volatile task environments. Acad Manage J. 2001;44(6):1281-1299.Google Scholar
46. Martin, JE, Marshall, LH. ChoiceMaker: a comprehensive self-determination transition program. Interv Sch Clin. 1995;30(3):147-156.Google Scholar
47. Zinsser, N, Bunker, L, Williams, JM. Cognitive techniques for building confidence and enhancing performance. Applied Sport Psychology. 2006;5:349-381.Google Scholar
48. Hatzigeorgiadis, A, Zourbanos, N, Mpoumpaki, S, Theodorakis, Y. Mechanisms underlying the self-talk–performance relationship: the effects of motivational self-talk on self-confidence and anxiety. Psychol Sport Exerc. 2009;10(1):186-192.Google Scholar
49. Liang, Y. Satisfaction with economic and social rights and quality of life in a post-disaster zone in China: evidence from earthquake-prone Sichuan. Disaster Med Public. 2015;9(2):111.Google Scholar
50. Xu, X, Ding, G, Zhang, Y, Liu, Z, Liu, Q, Jiang, B. Quantifying the impact of floods on bacillary dysentery in Dalian city, China, from 2004 to 2010. Disaster Med Public. 2016;11(2):190-195.Google Scholar