How is an unethical leadership born in critical care teams? Stress coping strategies analysis

Abstract

Leadership is directly connected with proper communication, interpersonal collaboration, as well as noticing and resolving problems. Therefore, not only are knowledge and abilities important but also non-technical skills are crucial. Current data suggest that physicians and paramedics differ in their critical care team management patterns. Doctors tend to act unethically more often than do paramedics. The aim of this study was to find differences in stress coping strategies among team leaders, which could be responsible for unethical leadership patterns (understood as rushing others, shouting, or cursing). The survey was addressed to physicians and paramedics (who claimed to be leaders in their critical care teams). It consisted of the authors’ self-designed questionnaire concerning non-technical aspects of leadership and the Mini-COPE questionnaire. A total of 75 replies were obtained. The highest scores (for both groups) were obtained in the ‘Active coping’ and ‘Planning’ subscales (which are elements of ‘active strategy group’) as well as ‘Acceptance’. Results in ‘Denial’, ‘Substance use’, ‘Turning into religion’, and ‘Discontinuation of action’ subscales were generally low among both professions. Active coping strategies correlate with more ethical and composed leadership. Physicians present emotional discharge and blaming oneself more often than paramedics do. The higher the level of active coping, the more ethical and composed the leadership. Emotional discharge and blaming oneself (higher level among physicians) may explain the differences in their leadership patterns. Unethical behaviour of team leaders could be their stress reduction strategy.