Interprofessional team member’s satisfaction: a mixed methods study of a Chilean hospital
Open accessAbstract
INTRODUCTION: The health organizations of today are highly complex and specialized. Given this scenario, there is a need for health professionals to work collaboratively within interprofessional work teams to ensure quality and safe care. To strengthen interprofessional teamwork, it is imperative that health organizations enhance strategic human resources management by promoting team member satisfaction. OBJECTIVE: To analyze the satisfaction of members in interprofessional teams and to explore interpersonal relationships, leadership, and team climate in a hospital context. METHODOLOGY: This study is an explanatory sequential mixed methods (quantitative/qualitative) study of 53 teams (409 professionals) at a university hospital in Santiago, Chile. The first phase involved quantitative surveys with team members examining team satisfaction, transformational leadership, and team climate. Social network analysis was used to identify interactions among team members (cohesion and centrality). The second phase involved interviews with 15 professionals belonging to teams with the highest and lowest team satisfaction scores. Findings of both phases were integrated. RESULTS: Significant associations were found among variables, and the linear regression model showed that team climate (β = 0.26) was a better predictor of team satisfaction than team leadership (β = 0.17). Registered nurse was perceived as the profession with the highest score on the transformational leadership measure (mean = 64), followed by the physician (mean = 33). Team networks with the highest and lowest score of team satisfaction showed differences in cohesion and centrality measures. Analysis of interviews identified five themes: attributes of interprofessional work; collaboration, communication, and social interaction; interprofessional team innovation; shared leadership; and interpersonal relationship interface work/social. Integration of findings revealed that team member satisfaction requires participation and communication, common goals and commitment for patient-centered care, clear roles and objectives to support collaborative work, and the presence of a transformational leader to strengthen well-being, dialog, and innovation. CONCLUSIONS: Results have the potential to contribute to the planning and decision-making in the field of human resources, providing elements to promote the management of health teams and support team member satisfaction. In turn, this could lead to job permanence especially where the local health needs are more urgent.
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Core practice creating possibilities is a leadership practice.
“x Creating possibilities (Aagaard et al., 2020;Costa et al., 2014;Espinoza et al., 2018;Folkman et al., 2019;Hjertstrøm et al., 2018;Ika et al., 2019;Kilpatrick et al., 2012;Malapela, 2024;Nazari et al., 2018;Porat-Dahlerbruch et al., 2023;Pursio et al., 2023;Verbeek et al., 2024;Williams et al., 2022).”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Espinoza et al., 2018
In Results from phase II (page unavailable), the paper describes encouraging opportunities for team members to create new ways of doing things and discusses shared leadership. It does not explicitly identify “creating possibilities” as a core leadership practice; it presents those opportunities under interprofessional team innovation. (LLM, conf=0.78)
Experimental — accuracy not yet measuredFour of the studies were mixed-methods.
“Four of the studies were mixed-methods (Espinoza et al. 2018;Pfaff, Baxter, Jack, and Ploeg 2014;Pfaff, Baxter, Ploeg, and Jack 2014;Verbeek et al. 2024).”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Espinoza et al. 2018
Employees expected that their manager would share a meaningful vision of work.
“Employees expected that their manager would share a meaningful vision of work (Espinoza et al. 2018).”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Espinoza et al. 2018
Transformational leadership and team climate are predictors of team members' satisfaction.
“Additionally, Espinoza et al. (2018) found that transformational leadership and team climate are predictors of team members' satisfaction.”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Espinoza et al. (2018)
A leader must deepen individual motivations to enhance interprofessional collaboration.
“Leader must deepen individual motivations”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Espinoza et al. 2018
Sharing leadership with an informal leader enhances interprofessional collaboration.
“Sharing leadership with informal leader”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Espinoza et al. 2018
The core practice of communicating and informing includes defining a vision.
“defining a vision (Al Sayah et al. 2014;Costa et al. 2014;Espinoza et al. 2018)”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Espinoza et al. 2018
Managers supported local champions and informal IPC leaders, created time for learning and working together, required support from the multidisciplinary team, and facilitated strengths and weaknesses of each professional group.
“Managers also supported local champions and informal IPC leaders (Costa et al. 2014;Espinoza et al. 2018), created time for learning (Aagaard et al. 2020) and working together (Verbeek et al. 2024), required support from the multidisciplinary team (Malapela 2024), and facilitated strengths and weaknesses of each professional group (Folkman et al. 2019).”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Espinoza et al. 2018
This review revealed that transformational leadership was beneficial for interprofessional team culture and interprofessional team members' satisfaction.
“This review revealed that transformational leadership was beneficial for interprofessional team culture (Vatnøy et al. 2022) and interprofessional team members' satisfaction (Espinoza et al. 2018).”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Espinoza et al. 2018
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The use of participatory action research to improve energy intake of the soccer athletes
Budiono, I., Setiawan, A. A., & Kurnia, A. R. (2021) · Jurnal Keolahragaan · doi:10.21831/jk.v9i1.33697 · Cited by 2 · see citing works
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The Enosis Method: An Alternative Mixed Method to Analyse Qualitative Information
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Introduction to Team-Based Healthcare
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Models of care in Canadian hospitals: an exploration of current practice and future directions
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- Authors
- Espinoza, P., Peduzzi, M., Agreli, H. F., & Sutherland, M. A.
- Affiliations
- Universidad de Los Andes, Chile (CL)
- Universidade de São Paulo (BR)
- Boston College (US)
- Corresponding author
- Espinoza, Pilar
- Venue
- Human Resources for Health
- Published
- 2018-07-11
- Volume
- 16
- Issue
- 1
- Pages
- 30-30
- ISSN
- 1478-4491 (ISSN-L)
- PMC
- PMC6042408
- OpenAlex
- W2820691635
- Cited by
- 55
- References
- 63
- Citations by year
- 2026: 4 · 2025: 4 · 2024: 12 · 2023: 6 · 2022: 12 · 2021: 8 · 2020: 5 · 2019: 3 · 2018: 1
- FWCI
- 6.49
- Type
- journal article
- Language
- en
- Open access
- gold
- doi.org
- Licence
- Locations
- Human Resources for Health (publishedVersion, cc-by)
- Europe PMC (PubMed Central) (publishedVersion, cc-by)
- PubMed Central (publishedVersion, cc-by)
- PubMed (publishedVersion)
- Scientific Electronic Library Online (São Paulo Research Foundation, Latin American and Caribbean Center on Health Sciences Information, Conselho Nacional de Desenvolvimento Científico e Tecnológico) (publishedVersion, other-oa)
- Cork Open Research Archive (University College Cork, Ireland) (acceptedVersion, other-oa)
- Arrow@dit (Dublin Institute of Technology) (submittedVersion, cc-by)
- DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
- Topics
- Health Sciences › Health Professions › General Health Professions › Interprofessional Education and Collaboration
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Health Sciences › Nursing › Research and Theory › Nursing education and management
- Keywords
- multidisciplinary team, team member satisfaction, transformational leadership, team climate, interpersonal relationships, social network analysis, team cohesion, centrality, shared leadership, interprofessional collaboration, hospital human resource management, patient-centered care, registered nurses, physicians
- MeSH terms
- Adult, Attitude of Health Personnel, Chile, Communication, Cooperative Behavior, Female, Hospitals, Humans, Interprofessional Relations, Job Satisfaction, Leadership, Male, Patient Care Team, Personal Satisfaction, Personnel, Hospital, Universities, Qualitative Research
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