Experiences of anaesthesia and intensive care nurses collaborating with team members in the operating room

Abstract

Introduction Introduction. Anaesthesia nurses play a crucial role in the operating room, yet their contributions often remain insufficiently acknowledged (1). Interpersonal familiarity, psychological safety, and open communication are essential for effective teamwork and improved patient outcomes (2,3). Stress in the operating room negatively affects teamwork climate, and anaesthesia professionals are vulnerable to emotional strain and burnout (4,5). Aim The aim of this study was to explore the experiences of anaesthesia and intensive care nurses collaborating with operating room team members. Methods Methods. A qualitative study was conducted between May and December 2025 and included 14 anaesthesia and intensive care nurses. Data were collected through semi-structured individual interviews. All interviews were audio-recorded with participants’ informed consent and transcribed by the researcher. Data were analysed using reflexive thematic analysis. Ethical approval was obtained from the LSMU Bioethics Centre (No. 2025-BEC2-0672). Results Results. Four subthemes emerged from the data analysis. Hierarchy. Professional hierarchy was experienced as contributing to nurses’ invisibility in the workflow, and their work often remained unrecognized “…anaesthesiologists are often forgotten; everyone thanks each other, but a great deal depends on our team…” (N6). Motivation. Motivation was influenced by leadership communication and emotional support. Calm communication fostered a safer atmosphere “…the best motivation is a calm, non-commanding, non-raised tone” (N4). Mutual support and respect also enhanced motivation “…a positive attitude and a thank you, a kind word—that is what motivates the most” (N5). Feedback. A lack of systematic feedback was a common experience “…there are no team meetings where we discuss what we do or what mistakes occur” (N1). Feedback mainly focused on errors “…doctors mostly talk about mistakes; they rarely speak about good work” (N2). Emotional climate. The leader’s emotional state was experienced as shaping the emotional climate of the team “if the doctor runs in and starts panicking, that negative aura spreads around the OR” (N3). Calm behaviour supported smoother workflow, while personal characteristics sometimes increased stress “…some give clear instructions on what to do next, while others create additional stress…” (N6). Conclusions Conclusions. Anaesthesia and intensive care nurses experienced collaboration in the operating room as shaped by a strong professional hierarchy, which often left them feeling like unequal team members. They described greater motivation and emotional safety when leadership communication was calm, respectful, and acknowledged their work. Nurses also reported a lack of systematic feedback. In addition, they experienced leaders’ emotional regulation as central to shaping the emotional climate of the operating room.