Jove
Visualize
Contact Us
JoVE
x logofacebook logolinkedin logoyoutube logo
ABOUT JoVE
OverviewLeadershipBlogJoVE Help Center
AUTHORS
Publishing ProcessEditorial BoardScope & PoliciesPeer ReviewFAQSubmit
LIBRARIANS
TestimonialsSubscriptionsAccessResourcesLibrary Advisory BoardFAQ
RESEARCH
JoVE JournalMethods CollectionsJoVE Encyclopedia of ExperimentsArchive
EDUCATION
JoVE CoreJoVE BusinessJoVE Science EducationJoVE Lab ManualFaculty Resource CenterFaculty Site
Terms & Conditions of Use
Privacy Policy
Policies

Related Concept Videos

Hospitals-II00:59

Hospitals-II

816
Hospitals provide inpatient and outpatient services. Inpatient services provide care to patients that stay in the hospital for an extended period, ranging from days to months. Examples of inpatient services include intensive care units, hospital wards, or surgeries. Outpatient services provide care to patients who come to a hospital for a diagnostic or treatment but do not stay overnight —for example, diagnostic tests, surgical procedures, or health education.
Nurses that work in...
816
Applications of GIS: Disaster Management and Emergency Response01:29

Applications of GIS: Disaster Management and Emergency Response

130
Geographic Information System (GIS) technology is essential for risk identification, action prioritization, and resource optimization in critical situations like flooding and earthquakes. By integrating spatial and demographic data, GIS provides a comprehensive framework for emergency response.GIS integrates data layers, like rainfall intensity, topography, elevation profiles, and river levels, to model high-risk flood zones. These layers assess areas susceptible to flooding based on their...
130
Obedience01:08

Obedience

33.0K
According to obedience research, we may harm others under the forceful pressures of an authority figure (Milgram, 1974). How about if the inappropriate orders were delivered with less force? The increasing interdependence between nurses and physicians compelled Hofling and his colleagues to explore nurses’ reactions to a potentially harmful medical request made by the perceived authority figure, the doctor (Hofling, Brotzman, Dalrymple, Graves, & Pierce, 1966). In this situation,...
33.0K
Introduction To Health Care Delivery System01:18

Introduction To Health Care Delivery System

3.0K
The healthcare system is constantly changing and complex. Various services are available from different healthcare providers, but gaining access to these services has become challenging for people with limited healthcare insurance. Uninsured people present a challenge to healthcare because they frequently postpone or forego treatment.
The Institute of Medicine (IOM) advocates for a patient-centered, effective, safe, timely, equitable, and effective healthcare system. The National Priorities...
3.0K
Hospitals-I01:28

Hospitals-I

898
Hospitals offer medical and surgical care to the sick and injured, along with accommodation while they recover. At the same time, they also provide outpatient, emergency, psychiatric, and rehabilitation services to meet various community needs. In addition to providing medical care, hospitals also act as hubs for medical research and training. Hospitals use clinical procedures and evidence-based practice standards to deliver patient care. To deliver safe and efficient care, a nurse must stay up...
898
Healthcare Associated Infections II: Preventive Measures01:22

Healthcare Associated Infections II: Preventive Measures

2.7K
Essential infection prevention measures are based on the knowledge of the infection chain, the modes of transmission in healthcare settings, and the use of the best practices in all healthcare settings. Compulsory public reporting of healthcare-associated infection rates is needed to allow individuals and the community to make informed choices regarding selecting a healthcare facility.
The best practices for preventing healthcare-associated infections include hand hygiene, patient risk...
2.7K

You might also read

Related Articles

Articles linked to this work by shared authors, journal, and citation graph.

Sort by
Same author

Three Years of Medical Response at the Milan Pride: Brief Report.

Disaster medicine and public health preparedness·2026
Same author

The SHARE-HRS Decision Making Model of Scarce Health Resource Allocation in Humanitarian Response Settings: Thematic Analysis of Lived Experiences.

Disaster medicine and public health preparedness·2026
Same author

Effectiveness of Chemical, Biological, Radiological, Nuclear, Explosive (CBRNE) Event-Response Training in a Hospital Setting: A Scoping Review.

Disaster medicine and public health preparedness·2025
Same author

Uncomplicated Acute Alcohol Intoxication in the Emergency Department: A 12-Year Retrospective Study to Understand Practice Change in Intravenous Fluid Usage and Patient Outcomes.

Emergency medicine Australasia : EMA·2025
Same author

Spontaneous and Unplanned Mass Gathering Events: A Scoping Review of Health Considerations for Riots, Civil Unrest, and Protest.

Disaster medicine and public health preparedness·2025
Same author

The Impact of the COVID-19 Pandemic on Cardiac Related Emergency Department Presentations in Queensland: A Retrospective Cohort Study.

Emergency medicine Australasia : EMA·2025

Related Experiment Video

Updated: Aug 10, 2025

Setup and Execution Of the Blindfolded Code Training Exercise
05:25

Setup and Execution Of the Blindfolded Code Training Exercise

Published on: March 29, 2019

9.5K

Enabling Transformational Leadership to Foster Disaster-Resilient Hospitals.

Heba Mohtady Ali1,2, Jamie Ranse3,4, Anne Roiko1,4

  • 1Cities Research Institute, Griffith University, Gold Coast and Brisbane, QLD 4215, Australia.

International Journal of Environmental Research and Public Health
|February 11, 2023
PubMed
Summary
This summary is machine-generated.

Transformational leaders foster resilient hospitals by adapting regeneratively. This study identifies key competencies in governance, planning, and communication for effective disaster preparedness and response.

Keywords:
adaptationclimate changedisastershospital leadersmodelrecoveryregenerationresilienceself-reflection assessment checklisttransformational leadership

More Related Videos

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide
09:52

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Published on: January 15, 2017

17.3K
Emergency Undocking in Robotic Surgery: A Simulation Curriculum
06:48

Emergency Undocking in Robotic Surgery: A Simulation Curriculum

Published on: May 20, 2018

9.4K

Related Experiment Videos

Last Updated: Aug 10, 2025

Setup and Execution Of the Blindfolded Code Training Exercise
05:25

Setup and Execution Of the Blindfolded Code Training Exercise

Published on: March 29, 2019

9.5K
Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide
09:52

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Published on: January 15, 2017

17.3K
Emergency Undocking in Robotic Surgery: A Simulation Curriculum
06:48

Emergency Undocking in Robotic Surgery: A Simulation Curriculum

Published on: May 20, 2018

9.4K

Area of Science:

  • Healthcare Management
  • Disaster Preparedness
  • Organizational Resilience

Background:

  • Hospital operational performance during disasters is variable, ranging from failure to resilience.
  • Transformational leaders are crucial for developing continuously learning and regenerative hospitals capable of disaster resilience.
  • Current understanding of developing transformational healthcare leaders for disaster management is limited.

Purpose of the Study:

  • To identify key competencies of transformational leaders in healthcare disaster management.
  • To explore hospital leaders' actions within the disaster cycle (prevention, preparedness, response, recovery).
  • To inform the development of transformational leadership in hospitals for enhanced disaster resilience.

Main Methods:

  • Qualitative case-study design.
  • In-depth semi-structured interviews with twelve senior hospital staff.
  • Analysis of interview transcripts to identify leadership themes and competencies.

Main Results:

  • Three major themes of transformational leadership were identified: Governance and leadership, Planning and risk assessment, and Communication and network engagement.
  • Seven key component competencies include transformative agency, decisive accountability, risk navigation, disaster attunement, planning agility, communication accelerator, and collaboration innovator.
  • These competencies enable hospitals to adapt regeneratively and evolve beyond conventional lesson-learning.

Conclusions:

  • A transformational leadership model for hospital disaster resilience is proposed.
  • An assessment checklist is suggested to aid leaders in self-reflection and development.
  • The findings support hospitals in transitioning towards more resilient operational capabilities during disasters.