Journal of Healthcare Leadership最新文献

{"title":"The Effect of Leadership Style on Midwives' Performance, Southwest, Ethiopia.","authors":"Belete Fenta Kebede, Tsigereda Aboye, Yalemtsehay Dagnaw Genie, Tsegaw Biyazin Tesfa, Aynalem Yetwale Hiwot","doi":"10.2147/JHL.S397907","DOIUrl":"https://doi.org/10.2147/JHL.S397907","url":null,"abstract":"Background Leadership is the basis of professional and organizational commitment, teamwork and success. Midwives leaders’ leadership skills and capabilities have long been recognized as essential contributors to health services and outcomes. However, there are insufficient reports on the effect of leadership styles on midwives’ performance in African countries including Ethiopia. Therefore, this study aimed to determine the effect of leadership style on midwives’ performance in public health Institutions, southwest Ethiopia. Objective This study aimed to determine the effect of leadership style on midwives’ performance, Southwest Ethiopia/2022. Methods and Materials A cross-sectional study was conducted on 121 midwives using a random sampling technique and a pre-tested questionnaire from May 19/2022-June to 6/2022. Data were entered into Epi-data version 4.4.2.1, edited, coded, categorized and cleaned before analysis. Data were analyzed using the SPSS version 24; and the results are presented in tables, and statements. Correlations and linear regressions were conducted to identify the relationship between leadership style and midwives’ performance. Results In this study, the autocratic leadership style was predominantly practiced by midwifery leaders with a mean score of 2.996 followed by democratic (Mean=2.632) and laissez-faire (Mean=2.49) leadership styles. Inferential statistics (Correlation) analysis revealed a positive relationship between democratic and laissez-faire leadership styles and a negative relationship between autocratic styles and midwives’ performance. Multiple linear regressions showed that both democratic (P=0.02) and laissez-faire leadership styles (P=0.00) had a positive effect where as autocratic leadership style (P=0.60) had a negative effect on midwives’ performance. Conclusion and Recommendation Autocratic Leadership is the most practiced leadership style in the study area. An autocratic leadership style was negatively related to midwives’ performance, while democratic and laissez faire styles were positively related. Therefore, health care leaders, administrators, supervisors and department heads should implement democratic and laissez-faire leadership styles to enhance midwives’ performance.","PeriodicalId":44346,"journal":{"name":"Journal of Healthcare Leadership","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/30/56/jhl-15-31.PMC10010972.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9138119","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Individual Characteristics That Promote or Prevent Psychological Safety and Error Reporting in Healthcare: A Systematic Review.","authors":"Dawn M Wawersik,&nbsp;Emile R Boutin,&nbsp;Teresa Gore,&nbsp;Janice C Palaganas","doi":"10.2147/JHL.S369242","DOIUrl":"https://doi.org/10.2147/JHL.S369242","url":null,"abstract":"<p><strong>Background: </strong>Healthcare errors continue to be a safety issue and an economic burden that causes death, increased length of stays, and emotional trauma to families and the person who commits the error.  Speaking up and error reporting within a safety culture can reduce the incidence of error; however, this is complex and multifaceted.</p><p><strong>Aim: </strong>This systematic review investigates individual characteristics that support or prevent speaking up behaviors when adverse events occur.  This study further explores how organizational interventions designed to promote error reporting correlate to individual characteristics and perceptions of psychological safety.  .</p><p><strong>Methods: </strong>A systematic review of peer-reviewed articles in healthcare that contain characteristics of an individual that promote or prevent error reporting was conducted. The search yielded 1233 articles published from 2015 to 2021. From this set, 81 full-text articles were assessed for eligibility and ultimately extracted data from 28 articles evaluated for quality using Joanna Briggs Institute critical appraisal tools©.</p><p><strong>Principal findings: </strong>The primary themes for individual character traits, values, and beliefs that influence a person's decision to speak up/report an error include self-confidence and positive perceptions of self, the organization, and leadership. Education, experience and knowledge are sub themes that relate to confidence. The primary individual characteristics that serve as barriers are 1) self-preservation associated with fear and 2) negative perceptions of self, the organization, and leadership.</p><p><strong>Conclusion: </strong>The results show that an individual's perception of their environment, whether or not it is psychologically safe, may be impacted by personal perceptions that stem from deep-seated personal values. This exposes a crucial need to explore cultural and diversity aspects of healthcare error reporting and how to individualize interventions to reduce fear and promote error reporting.</p>","PeriodicalId":44346,"journal":{"name":"Journal of Healthcare Leadership","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/20/82/jhl-15-59.PMC10120817.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9757382","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Augmentation of a Hospital Incident Command System to Support Continued Waves of the COVID-19 Pandemic.","authors":"Josette Hartnett,&nbsp;Kaly D Houston,&nbsp;Suzanne J Rose","doi":"10.2147/JHL.S372909","DOIUrl":"https://doi.org/10.2147/JHL.S372909","url":null,"abstract":"<p><p>Stamford Hospital (SH) is a 305 bed Level II Trauma center located in Fairfield County, the epicenter of the coronavirus disease 2019 (COVID-19) pandemic in Connecticut. The COVID-19 pandemic was a fast paced, rapidly evolving crisis, presenting our leadership team with unique challenges related to resource availability, patient care, and staff safety. The existing Hospital Incident Command System (HICS) was activated in March 2020 to coordinate our operational emergency management planning, response, and recovery capability for this unplanned event. Although HICS lays the groundwork for hospital preparations and protocol implementation, it is not designed to withstand prolonged crisis circumstances. Given the conditions that the COVID-19 pandemic presented, the possibility for future waves became an impending reality, prompting the need for a long-term solution. To establish guidelines that promoted balance between necessary preparations in the case of additional surges of the pandemic and concurrent resumption then maintenance of routine hospital operations, the SH COVID-19 Playbook was created. The Playbook, presented here, is arranged in accordance with the evidence-based 4 S's (Space, Staff, Systems, and Stuff) strategic critical care planning framework, to address surge capacity management within our hospital's four main patient care areas and additional supportive services. Through feedback from frontline caregivers and leaders within SH, the Playbook captures our experience, best practices, and insight acquired during the first wave of the pandemic. Established with the intentions of equipping leadership and staff globally, guidelines are presented to aid in the navigation of future pandemic surges and successfully care for COVID-19 patients, ensure staff safety, allow for normal services to operate, and provide optimal communication and support for the community, patients, and staff.</p>","PeriodicalId":44346,"journal":{"name":"Journal of Healthcare Leadership","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/ff/9a/jhl-14-191.PMC9700468.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40710907","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Medical Professionalism in the Provision of Clinical Care in Healthcare Organizations.","authors":"Anish Bhardwaj","doi":"10.2147/JHL.S383069","DOIUrl":"https://doi.org/10.2147/JHL.S383069","url":null,"abstract":"Abstract Medical professionalism is critical toward provision of safe, effective, patient-centered, timely, efficient, and equitable clinical care delivery. The basic tenets of medical professionalism are deeply embedded in the historical context via oaths and expectations. However, standardization of professional conduct and its integration by providers have been a challenge due to the evolving complexity of healthcare organizations (HCOs) and academic medical institutions (AMIs). Increasing heterogeneity of the workforce leads to greater complexity in collaborative teamwork. In this evolving landscape, violations of professional conduct demand closer scrutiny along professional and personal lines. Likewise, actions among minority groups pose challenges between integration and inclusion of certain professional interactions and conduct. Recently, in American HCOs and AMIs, there has been a renewed emphasis on accountability and managing unprofessional behaviors in the delivery of clinical care. This descriptive literature-based treatise explicates the professionalism construct in its historical milieu, underscores key facets of professionalism, highlights principal drivers of unprofessional behaviors, and posits solutions for enhancing and nurturing professionalism in the delivery of clinical care in HCOs and AMIs by a diverse workforce of healthcare providers.","PeriodicalId":44346,"journal":{"name":"Journal of Healthcare Leadership","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/7b/a4/jhl-14-183.PMC9618247.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40441189","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leadership Curriculum in Medical Education: Exploring Student and Faculty Perceptions in a US Medical School in Qatar.","authors":"Akash Keluth Chavan,&nbsp;Rachid Bendriss","doi":"10.2147/JHL.S370645","DOIUrl":"https://doi.org/10.2147/JHL.S370645","url":null,"abstract":"<p><strong>Purpose: </strong>Leadership has long been recognized as a core competency required to excel in medical practice. This qualitative study investigates the extent to which leadership competencies are incorporated in the curriculum of a US medical college in Qatar and examines the perceptions of medical students and faculty about leadership in the medical curriculum.</p><p><strong>Methods: </strong>The study uses a student survey, faculty interviews, and a student focus group to gather data.</p><p><strong>Results: </strong>The study found that 79% of the survey respondents perceive leadership as a core competency while 55% feel that leadership skills are not adequately taught to students. The focus group and interviews revealed that students believe more importance should be given to leadership training whereas faculty assert that, while leadership can be beneficial, leadership training is implicit, and more research is required for further implementation.</p><p><strong>Conclusion: </strong>This study shows the need for an increased emphasis on developing leadership curricula in undergraduate medical education and highlights ways to address certain obstacles to implementation. Further research on exploring medical alumni's perceptions and optimal teaching methods to implement leadership training is needed.</p>","PeriodicalId":44346,"journal":{"name":"Journal of Healthcare Leadership","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/59/c2/jhl-14-163.PMC9547622.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"33520478","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Assessment of Professional Quality of Life Among Critical Care Nurses During the COVID-19 Pandemic in Saudi Arabia.","authors":"Mohammed Ageel,&nbsp;Abdullah Shbeer","doi":"10.2147/JHL.S383575","DOIUrl":"https://doi.org/10.2147/JHL.S383575","url":null,"abstract":"<p><strong>Aim: </strong>Nurses play a major role in critical care units (CCUs), providing care to critically ill patients while also facing numerous health challenges that impair their quality of life. This was especially evident during the COVID-19 pandemic. The aim of this study was to assess the professional quality of life (ProQOL) and establish the prevalence of compassion satisfaction and compassion fatigue among CCU nurses in Saudi Arabia.</p><p><strong>Methods: </strong>A cross-sectional survey of CCU nurses was conducted using the ProQOL Scale, consisting of three subscales: 1) compassion satisfaction and compassion fatigue, 2) burnout, and 3) secondary traumatic stress. The data were analyzed to obtain descriptive and inferential statistics.</p><p><strong>Results: </strong>A total of 238 ICU nurses, who were predominantly female (83%) and had a bachelor's degree (80%), participated in this study. The ProQOL subscales exhibited varied mean scores across demographic variables. Statistically significant differences were observed in the compassion satisfaction (p=0.014) of CCU nurses working in public hospitals, and in the secondary traumatic stress (p=0.006) among nurses working in night shifts. The percentage distribution of CCU nurses' individual levels for all the ProQOL subscales were within the average to high levels.</p><p><strong>Conclusion: </strong>The ProQOL was significantly affected by the COVID-19 pandemic. Furthermore, varied ProQOL mean scores across demographic characteristics suggest that interpersonal differences should be considered when developing improvement initiatives.</p>","PeriodicalId":44346,"journal":{"name":"Journal of Healthcare Leadership","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/f9/65/jhl-14-175.PMC9547600.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"33520479","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leadership Experiences of Internal Medicine Residents: A Needs Assessment for Leadership Curricula.","authors":"Maureen D Lyons,&nbsp;Julie Oyler,&nbsp;Katherine Iossi,&nbsp;Sarah Merriam","doi":"10.2147/JHL.S376089","DOIUrl":"https://doi.org/10.2147/JHL.S376089","url":null,"abstract":"<p><strong>Purpose: </strong>Leadership development during medical training is critical. Accrediting bodies strongly recommend and residents desire leadership training. However, limited needs assessment data exist regarding trainee perceptions of and experiences with leadership training. Our objective is to describe residents' perceptions of leadership and desires for leadership training with the goal of informing effective curricular development.</p><p><strong>Patients and methods: </strong>In 2019 a trained qualitative interviewer conducted semi-structured interviews with volunteer second-year categorical internal medicine residents recruited via email across four institutions. Interviews were audio-recorded, transcribed, and inductively coded by two independent coders. After adjudicating discrepancies, coders synthesized codes into broader themes. Final thematic analysis was triangulated with the entire author group.</p><p><strong>Results: </strong>Fourteen residents were interviewed (50% female). Few reported prior leadership training. Thematic analysis yielded six main themes. First, residents perceive \"leadership\" to be related to formal, assigned, hierarchical roles. Second, residents identify their own leadership primarily in the inpatient clinical setting. Third, residents identify clinical competence, emotional intelligence, and communication as important skills for effective leadership. Fourth, residents struggle to identify where leadership is currently being taught. Fifth, residents desire additional leadership development. Finally, residents prefer well-labeled, interactive methods for leadership development.</p><p><strong>Conclusion: </strong>Although residents desire leadership development, these skills are not often explicitly taught, labeled, or assessed. Curriculum developers may consider explicitly contextualizing leadership training within an \"everyday leadership\" framework, dovetailing leadership coaching with daily teaching workflow and feedback structures, and implementing faculty development initiatives to allow for appropriate feedback and assessment of these skills.</p>","PeriodicalId":44346,"journal":{"name":"Journal of Healthcare Leadership","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/1e/17/jhl-14-155.PMC9509665.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40376662","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Feeling of Ambiguity: A Qualitative Content Analysis of Managers' Experiences of Evidence-Based Practice in Swedish Primary Care.","authors":"Tobias Abelsson,&nbsp;Ann-Kristin Karlsson,&nbsp;Helena Morténius","doi":"10.2147/JHL.S371643","DOIUrl":"https://doi.org/10.2147/JHL.S371643","url":null,"abstract":"<p><strong>Background: </strong>The Primary care manager plays a vital role in promoting a research culture in the healthcare center. The position involves both the implementation of organizational directives and patient care. The research culture and use of evidence influence each individual healthcare professional and ultimately the quality of patient care.</p><p><strong>Purpose: </strong>To describe primary healthcare managers' understanding of evidence-based practice in the Swedish primary healthcare context and their ability to influence its implementation.</p><p><strong>Methodology: </strong>Qualitative content analysis of data collected in individual interviews.</p><p><strong>Results: </strong>In general, managers expressed a positive view toward the use of evidence in daily practice. However, they were sometimes hesitant about fully implementing evidence-based results. This was mostly attributed to the struggle of balancing finances and allocating sufficient time for staff to keep up with and engage in evidence-based practice.</p><p><strong>Conclusion: </strong>The organizational culture impacts the mind-set of all co-workers including managers. Those managers influenced by traditions and norms may fall into the trap of devaluing the benefit of research and evidence. The inherent feeling of being alone and without guidance in some matters related to evidence-based practice inevitably leads to inconsistency and ambiguity. The use of clinical pathways that constitute one form of evidence has become a substitute for proper, careful, individual investigation, implementation, and evaluation of each patient case. This means that managers experience moral and physical stress when trying to meet organizational, staff, and patient demands.</p><p><strong>Practice implication: </strong>Awareness of managers' influence and experience of working according to evidence-based practice is valuable to gain an insight into how Swedish primary healthcare functions at local level. Illuminating and discussing evidence-based practice is an assurance of quality that contributes to many aspects of the overall safety of care.</p>","PeriodicalId":44346,"journal":{"name":"Journal of Healthcare Leadership","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/49/81/jhl-14-143.PMC9507276.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"33485577","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Values-Based Leadership: A Survey of Academic Medical Leaders to Inform Curriculum Development.","authors":"Emma B Antoine,&nbsp;Arelys M Rocha,&nbsp;Geraldine McGinty","doi":"10.2147/JHL.S379737","DOIUrl":"https://doi.org/10.2147/JHL.S379737","url":null,"abstract":"<p><strong>Purpose: </strong>The COVID-19 pandemic highlighted the importance of effective leaders across all spheres but especially in healthcare. Many Academic Medical Centers (AMCs) offer leadership programming, but these programs have been criticized for lacking impact. In developing a Master's-level leadership course at an AMC, we sought to inform the curriculum with the values, both personal and shared, as well as the competencies defined as essential by a group of leaders who successfully steered their organizations through the pandemic.</p><p><strong>Methods: </strong>Study participants included selected leaders from a medical school, its hospital partner and parent university. We used a combination of semi-structured interviews, conducted virtually, and a rank-order survey to identify values and competencies to be used to inform course content.</p><p><strong>Results: </strong>Our surveyed leaders relied on personal values that prioritized the organization's mission, aligning their teams around that mission and vision as well as leading with empathy and respect. As a group, these leaders valued a highly collegial and collaborative process as well as diversity and equity. Competencies essential to leadership, according to our participants, were the ability to create the environment that supports collaboration, including team development, and to uphold the organization's mission.</p><p><strong>Conclusion: </strong>The surveyed leaders' organizations treated some of the highest numbers of COVID-19 patients of any hospital system and needed to make difficult decisions in order to provide patient care safely. Study participants were therefore uniquely experienced health care system leaders currently meeting unprecedented challenges. Our study suggests that applying a values-based approach to the development of future leaders will positively influence the impact of leadership education in a Master's-level healthcare leadership program.</p>","PeriodicalId":44346,"journal":{"name":"Journal of Healthcare Leadership","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/18/1c/jhl-14-137.PMC9507275.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"33484513","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Preparing for Future Pandemics: Challenges for Healthcare Leadership.","authors":"Sawsan Abuhammad","doi":"10.2147/JHL.S363650","DOIUrl":"10.2147/JHL.S363650","url":null,"abstract":"<p><strong>Background: </strong>The COVID-19 pandemic is our decade's largest global challenge of health leadership. There is an immediate urge to provide leadership and management with instruction during the extraordinary from before the recovery phase.</p><p><strong>Aim: </strong>To determine the influence of the COVID-19 disease outbreak on leadership challenges during this difficult time.</p><p><strong>Methods: </strong>This review of studies includes the work of scientists who have addressed the challenges of leadership at the time of COVID-19 pandemic. Furthermore, the references to the selected studies were used to locate additional research articles related to the topic challenges for leadership.</p><p><strong>Conclusion: </strong>This new situation of the pandemics needs the leaders in the healthcare system to face many challenges. These challenges are being manager of the care, making decisions, caring for employees, preparing for the unexpected, and updating the community about the situation.</p>","PeriodicalId":44346,"journal":{"name":"Journal of Healthcare Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2022-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/37/21/jhl-14-131.PMC9480602.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40367830","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}