Leadership in Health Services最新文献

{"title":"Transformational leadership and work engagement as mediators on nurses' job performance in healthcare clinics: work environment as a moderator.","authors":"Amal Abdullah Hasan,&nbsp;Syed Zamberi Ahmad,&nbsp;Abdullah Osman","doi":"10.1108/LHS-10-2022-0097","DOIUrl":"https://doi.org/10.1108/LHS-10-2022-0097","url":null,"abstract":"<p><strong>Purpose: </strong>This study aims to investigate the mediating effect of transformational leadership (TL) and work engagement (WE) on health-care clinic nurses' performance and the crucial role of these variables in the work environment (WEV).</p><p><strong>Design/methodology/approach: </strong>Data were collected from 353 nurses working across various health-care clinics in the United Arab Emirates. This study used descriptive correlational statistics from the Statistical Package for the Social Sciences, the Pearson correlation coefficient, confirmatory factor analysis for model validity, Cronbach's alpha for reliability and path analysis to determine the results.</p><p><strong>Findings: </strong>The relationship between TL and job performance among nurses in health-care clinics was strongly influenced by WE. In addition, a moderate WEV increased the positive influence of TL on job accomplishment. Furthermore, there were no statistically significant differences between the participants' demographics characteristics and the main variables of the study.</p><p><strong>Practical implications: </strong>Health-care management can support and enhance nurses' job performance through TL, create a more structured WEV and support WE.</p><p><strong>Originality/value: </strong>This study involves a specific investigation into WE as a mediator, WEV as a moderator and the effect of TL on nurses' job performance.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9501691","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Embracing relational competencies in applying the LEADS framework for health-care leaders in transformational change and the COVID-19 pandemic.","authors":"Sonia Udod,&nbsp;Pamela Baxter,&nbsp;Suzanne Gagnon,&nbsp;Vicki Charski,&nbsp;Saba Raja","doi":"10.1108/LHS-12-2022-0117","DOIUrl":"https://doi.org/10.1108/LHS-12-2022-0117","url":null,"abstract":"<p><strong>Purpose: </strong>The purpose of this paper is to assess the extent to which the LEADS Framework guided health-care leaders through organizational change and the COVID-19 pandemic in a western Canadian province.</p><p><strong>Design/methodology/approach: </strong>A qualitative exploratory inquiry assessed the extent to which health leaders applied competencies that aligned with the LEADS Framework. A purposeful sample of 22 health-care leaders participated in the study representing senior, mid-level and front-line health-care leaders in various health-care organizations to ensure diverse representation of leader competencies. The authors conducted semi-structured interviews to collect the data and used Braun and Clarke's (2006) six-phase approach to guide data analysis.</p><p><strong>Findings: </strong>The analysis suggests that health-care leaders found Engaging with Others and Developing Coalitions were the most critical themes of the LEADS Framework for change management and for navigating the COVID-19 pandemic. Findings reveal that during transformational change and a crisis context, leaders embrace relational approaches to adapt and improve performance in dynamic organizations.</p><p><strong>Practical implications: </strong>These findings have implications for a relational approach to improve teamwork and decrease emotional strain; a focus on mobilizing and sharing power with nurses; and educational programs to advance relational and self-management skills, shared leadership, communication, change management, human resource and talent development as critical learning components for current and future health-care leaders.</p><p><strong>Originality/value: </strong>The LEADS Framework is used to examine how health-care leaders responded to transformational change in the organization while situated in a pandemic context.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9294411","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Physical therapists' professional role identity in the clinician to leader transition.","authors":"Christopher Wiedman","doi":"10.1108/LHS-08-2022-0084","DOIUrl":"https://doi.org/10.1108/LHS-08-2022-0084","url":null,"abstract":"<p><strong>Purpose: </strong>The purpose of this study is to investigate how physical therapists make meaning of their professional role identity when transitioning from clinician to leadership positions. Despite the importance of professional role identity in the transition from health-care provider to health-care leader, research on this topic in physical therapy remains almost nonexistent.</p><p><strong>Design/methodology/approach: </strong>A qualitative, phenomenological research approach was used in this study. Data was collected through a three-part, semistructured interview process. An open coding to focused coding process was used to analyze data and develop themes which answered the research question.</p><p><strong>Findings: </strong>Physical therapists in this study engaged in identity work, making meaning of their professional role identity by referencing a professional role identity focused on more than clinical skills, accepting the role of discomfort, focusing on relationships, exercising agency over the construction of their leader identity, recognizing consistency between clinical and leader roles and establishing a professional role identity informed but no longer bound by their physical therapist identity.</p><p><strong>Originality/value: </strong>To the best of the author's knowledge, this study is the first to investigate how physical therapists make meaning of their professional role identity when transitioning into leadership positions. The findings of this study highlight uniquities in the physical therapy professional role identity and the manner in which physical therapists navigate this work role transition.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9294402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Health-care providers' experiences during the COVID-19 pandemic: lessons for leaders.","authors":"Lynn Corcoran,&nbsp;Beth Perry,&nbsp;Melissa Jay,&nbsp;Margaret Edwards,&nbsp;Paul Jerry","doi":"10.1108/LHS-11-2022-0111","DOIUrl":"https://doi.org/10.1108/LHS-11-2022-0111","url":null,"abstract":"<p><strong>Purpose: </strong>The purpose of this qualitative research study is to explore health-care providers' perspectives and experiences with a specific focus on supports reported to be effective during the COVID-19 pandemic. The overarching goal of this study is to inform leaders and leadership regarding provision of supports that could be implemented during times of crisis and in the future beyond the pandemic.</p><p><strong>Design/methodology/approach: </strong>Data were collected by semi-structured, conversational interviews with a sample of 33 health-care professionals, including Registered Nurses, Nurse Practitioners, Registered Psychologists, Registered Dieticians and an Occupational Therapist.</p><p><strong>Findings: </strong>Three major themes emerged from the interview data: (1) professional and personal challenges for health-care providers, (2) physical and mental health impacts on health-care providers and (3) providing supports for health-care providers. The third theme was further delineated into three sub-theses: formal resources and supports, informal resources and supports and leadership strategies.</p><p><strong>Originality/value: </strong>Health-care leaders are advised to pay attention to the voices of the people they are leading. It is important to know what supports health-care providers need in times of crisis. Situating the needs of health-care providers in the Carter and Bogue Model of Leadership Influence for Health Professional Wellbeing (2022) can assist leaders to deliberately focus on aspects of providers' wellbeing and remain cognizant of the supports needed both during a crisis and when circumstances are unremarkable.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9294394","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"An antidote to what's ailing healthcare workers: a new (old) way of relational leadership.","authors":"Brian Park,&nbsp;Anaïs Tuepker,&nbsp;Cirila Estela Vasquez Guzman,&nbsp;Samuel Edwards,&nbsp;Elaine Waller Uchison,&nbsp;Cynthia Taylor,&nbsp;M Patrice Eiff","doi":"10.1108/LHS-08-2022-0091","DOIUrl":"https://doi.org/10.1108/LHS-08-2022-0091","url":null,"abstract":"<p><strong>Purpose: </strong>The purpose of the study's mixed-methods evaluation was to examine the ways in which a relational leadership development intervention enhanced participants' abilities to apply relationship-oriented skills on their teams.</p><p><strong>Design/methodology/approach: </strong>The authors evaluated five program cohorts from 2018-2021, involving 127 interprofessional participants. The study's convergent mixed-method approach analyzed post-course surveys for descriptive statistics and interpreted six-month post-course interviews using qualitative conventional content analysis.</p><p><strong>Findings: </strong>All intervention features were rated as at least moderately impactful by at least 83% of participants. The sense of community, as well as psychological safety and trust created, were rated as impactful features of the course by at least 94% of participants. At six months post-intervention, participants identified benefits of greater self-awareness, deeper understanding of others and increased confidence in supporting others, building relationships and making positive changes on their teams.</p><p><strong>Originality/value: </strong>Relational leadership interventions may support participant skills for building connections, supporting others and optimizing teamwork. The high rate of skill application at six months post-course suggests that relational leadership development can be effective and sustainable in healthcare. As the COVID-19 pandemic and systemic crises continue to impact the psychological well-being of healthcare colleagues, relational leadership holds promise to address employee burnout, turnover and isolation on interprofessional care teams.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9288398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leadership and work community - views of graduating dental students.","authors":"Tiina A Tuononen, Milka Kauhanen, Anna Liisa Suominen, Marja-Leena Hyvärinen","doi":"10.1108/LHS-10-2022-0102","DOIUrl":"10.1108/LHS-10-2022-0102","url":null,"abstract":"<p><strong>Purpose: </strong>This study aims to explore what kind of perceptions dental students at graduation stage have on leadership and work communities, and themselves as leaders and work community members after completing a leadership course tailored for them.</p><p><strong>Design/methodology/approach: </strong>The research material comprised reflective essays written by fifth-year dental students who had participated in a leadership course. The essays were analyzed using qualitative content analysis.</p><p><strong>Findings: </strong>Most students reported that they had not considered seeking a leadership position before the course, but their views of leadership had grown more positive as a result of completing the course. Students perceived interpersonal communication competence as the most important factor for leaders, the whole work community and for themselves. They assessed that their biggest strengths were found in this area. The biggest challenges in adapting to a work community concerned the students' professional identities, which were still taking shape at the time of graduation.</p><p><strong>Originality/value: </strong>The need for leaders in health-care professions is growing due to ongoing reforms, multidisciplinary teamwork, the development of new technologies and patient demands. Therefore, undergraduate leadership education is needed to ensure that students have knowledge of leadership. Graduating dental students' perceptions concerning leadership and work communities have not been widely explored. Students' perceptions of leadership were positive after the course and helped students to realize their own potential in this area.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10851188/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9288397","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":"The lens of Yin-Yang philosophy: the influence of paradoxical leadership and emotional intelligence on nurses' organizational identification and turnover intention.","authors":"Wei-Yuan Lo,&nbsp;Yu-Kai Lin,&nbsp;Hsiang-Ming Lee,&nbsp;Tsui-Yau Liu","doi":"10.1108/LHS-09-2022-0095","DOIUrl":"https://doi.org/10.1108/LHS-09-2022-0095","url":null,"abstract":"<p><strong>Purpose: </strong>This study aims to use \"both-and\" thinking of Yin-Yang philosophy to extend the field of leadership literatures and explore the influences of paradoxical leadership and emotional intelligence on organizational identification and turnover intentions of nurses.</p><p><strong>Design/methodology/approach: </strong>The authors adopted a cross-sectional survey completed by 285 nurses in Taiwan. SPSS 22, PROCESS and AMOS 21 were used for data analysis.</p><p><strong>Findings: </strong>The results reveal that paradoxical leadership has a significant positive relationship with nurses' organizational identification and a significant negatively relationship with their turnover intentions, and organizational identification partially mediated the relationship between paradoxical leadership and turnover intentions. The results further show that emotional intelligence strengthens the effect of paradoxical leadership on organizational identification, and paradoxical leadership had a stronger indirect effect on turnover intentions through organizational identification under strong emotional intelligence.</p><p><strong>Originality/value: </strong>Paradoxical leadership can strengthen managers' abilities in dealing with interrelated and substantial issues and correspond to organizing and belonging paradoxes in holistic thinking processes. Health-care organizations must shape a coordinated institution and offer training initiatives to increase managers' ability and attitude to control organizational rules and procedures while allowing employees' flexibility and autonomy according to the requirements of the situation, which will maintain both organizational short-term benefits and long-term growth.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9409676","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Turkish nurses' leadership orientations and clinical decision-making skills.","authors":"Elif Gürsoy,&nbsp;Havva Yeşildere Sağlam,&nbsp;Fatma Başaran,&nbsp;Emine Çetin Atay,&nbsp;Nurgül Şimal Yavuz","doi":"10.1108/LHS-08-2022-0090","DOIUrl":"https://doi.org/10.1108/LHS-08-2022-0090","url":null,"abstract":"<p><strong>Purpose: </strong>The purpose of this study was to determine the relationship between the leadership orientations of nurses and their clinical decision-making skills.</p><p><strong>Design/methodology/approach: </strong>This descriptive study was conducted between June and December 2018 on nurses working at three hospitals in Turkey. This study was completed with 1,100 nurses. The Personal Information Form, Leadership Orientation Scale and Clinical Decision-Making Scale in Nursing were used for data collection.</p><p><strong>Findings: </strong>A significant correlation was found between the leadership orientations of nurses and age, sex, institution where they were employed, time spent in the profession, being in a management position and satisfaction with the current unit of employment (<i>p</i> < 0.05), and a significant correlation was found between clinical decision-making skills of nurses and age, sex and occupational status (<i>p</i> < 0.05). Furthermore, a significant correlation was found between the mean scores of the Leadership Orientation Scale and Clinical Decision-Making in Nursing Scale (<i>p</i> < 0.05).</p><p><strong>Originality/value: </strong>The development of leadership orientations of nurses positively affects their clinical decision-making skills. In this respect, it is important to instill effective leadership orientations in nurses and to incorporate novel training methods in nursing education to develop accurate and timely clinical decision-making skills.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10835186","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Challenges of primary health care leadership during the COVID-19 pandemic in Sweden: a qualitative study of managers' experiences.","authors":"Janna Skagerström,&nbsp;Hanna Fernemark,&nbsp;Per Nilsen,&nbsp;Ida Seing,&nbsp;Maria Hårdstedt,&nbsp;Elin Karlsson,&nbsp;Kristina Schildmeijer","doi":"10.1108/LHS-08-2022-0089","DOIUrl":"https://doi.org/10.1108/LHS-08-2022-0089","url":null,"abstract":"<p><strong>Purpose: </strong>At the outbreak of the COVID-19 pandemic, health care was at the centre of the crisis. New demands made existing organizational practices and services obsolete. Primary health care had a great deal of responsibility for COVID-19-related care. The pandemic demanded effective leadership to manage the new difficulties. This paper aims to explore experiences and perceptions of managers in primary health care in relation to their efforts to manage the COVID-19 crisis in their everyday work.</p><p><strong>Design/methodology/approach: </strong>The authors used a qualitative approach based on 14 semi-structured interviews with managers in primary health care from four regions in Sweden. The interviews were conducted during September to December 2020. Data were analysed using conventional qualitative content analysis.</p><p><strong>Findings: </strong>Data analysis yielded three categories: lonely in decision-making; stretched to the limit; and proud to have coped. The participants felt lonely in their decision-making, and they were stretched to the limit of their own and the organization's capacity. The psychosocial working conditions in primary care worsened considerably during the pandemic because demands on leaders increased while their ability to control the work situation decreased. However, they also expressed pride that they and their employees had managed the situation by being flexible and having a common focus.</p><p><strong>Originality/value: </strong>Looking ahead and using lessons learnt, and apart from making wise decisions under pressure, an important implication for primary health-care leaders is to not underestimate the power of acknowledging the virtues of humanity and justice during a crisis. Continuing professional education for leaders focusing on crisis leadership could help prepare leaders for future crises.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"ahead-of-print ahead-of-print","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10427971/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10017265","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":"Guest editorial: Contextualising leadership – the impact of strategy and culture in healthcare and disability services","authors":"David Rosenbaum, E. More, M. Orr","doi":"10.1108/lhs-02-2023-101","DOIUrl":"https://doi.org/10.1108/lhs-02-2023-101","url":null,"abstract":"More contemporary approaches, as Schedlitzki and Edwards (2021) outline, encompass concerns with context, followership, power and politics, a wider distribution of leaders, culture, communication, learning, gender and diversity, ethics and even the Phoenix leaders managing change in contemporary firestorm disruption (Woodward et al., 2021). The flip side of this is what Hofmann and Vermunt (2020, p. 252) claim is the need \"to develop a conceptually sound outcome model for clinical leadership (CL) development in healthcare, linking individual professional learning and organisational change.” Yet, context is crucial in consideration of aspects of leadership in health services. [...]for us, the interconnectedness of healthcare and the disability sector is an ever-growing consideration and challenge, especially with the introduction and implementation of the National Disability Insurance Scheme in Australia and the recent Australian Royal Commission into the Disability sector. Leaders were required to develop innovative responses to service delivery (including face-to-face and digital responses), redirect and re-train workforces, develop new clinical and social supports, and manage the safe return to work to those who fell ill (Phillips et al., 2022;Whelehan et al., 2021).","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":"1 1","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41438280","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}