2007
DOI: 10.1097/01.hmr.0000296789.39128.f6
|View full text |Cite
|
Sign up to set email alerts
|

High-performing and low-performing nursing homes

Abstract: The study offers insights into the importance of mission- and values-based leadership behaviors, suggesting that an overuse of mechanistic, linear command-and-control approaches to improving care, such as punitive measures to insist on regulatory compliance, will do little to ultimately improve care. Rather, relationship-centered leadership that embraces co-management and mutual shaping of resident care complements doing the right thing for residents from a values-based shared experience. Examples of practice … Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
2
1

Citation Types

2
90
0
2

Year Published

2010
2010
2023
2023

Publication Types

Select...
7
1

Relationship

0
8

Authors

Journals

citations
Cited by 62 publications
(94 citation statements)
references
References 19 publications
2
90
0
2
Order By: Relevance
“…However, increasingly, authors argue that our view of a Newtonian "clockwork universe, " which underpins most interventions in healthcare, is to blame [11]. In our analysis of IP collaboration implementations and sustainability, we join others who conceptualize healthcare settings as complex adaptive systems (CASs) [4,6,8,9,[12][13][14]. CASs are organic and dynamic systems "where relationships between people are dynamical and not adequately captured in cause-and-effect modelling" [6, p. 342].…”
Section: Introductionmentioning
confidence: 99%
See 1 more Smart Citation
“…However, increasingly, authors argue that our view of a Newtonian "clockwork universe, " which underpins most interventions in healthcare, is to blame [11]. In our analysis of IP collaboration implementations and sustainability, we join others who conceptualize healthcare settings as complex adaptive systems (CASs) [4,6,8,9,[12][13][14]. CASs are organic and dynamic systems "where relationships between people are dynamical and not adequately captured in cause-and-effect modelling" [6, p. 342].…”
Section: Introductionmentioning
confidence: 99%
“…Practice change in healthcare has notoriously been difficult to achieve [4,5], considering the pressures of the organizational context to maintain the status quo [6]. Intervention strategies often do not yield the expected success and produce variable and disappointing results [7][8][9].…”
Section: Introductionmentioning
confidence: 99%
“…26, 36, 37 Empirical evidence has demonstrated the impact of communication—as reported by managers,25 and separately by nurses22 and CNAs23 —on quality of nursing home care. Only one of these studies has focused on EOL care 25.…”
Section: Discussionmentioning
confidence: 99%
“…3,7,[20][21][22][23] Yaşlı bakım evi, evde bakım hizmetleri ve hastaneler gibi çeşitli sağlık kurumlarında kesitsel, deneysel ve yarı deneysel araştırmalarda dönüşümcü liderlik stilinin hasta bakım kalitesini ve hasta güvenliğini dolaylı yoldan artırarak, hasta sonuçlarına pozitif yönden katkı sağladığı saptanmıştır. 2,21,[26][27][28][29][30][31] İlişki odaklı liderlik yaklaşımları ile yönetilen kliniklerde sağlık hizmeti ile ilişkili enfeksiyonlarda ve hasta mortalite oranlarında belirgin düzeyde azalma, hasta memnuniyetinde artış olduğu belirlenmiştir. [32][33][34] Vogus ve Sutcliffe'nin çalışmasında, ekibe güveni-lir bir tutum sergileyen ve ekibi tarafından güve-nilen hemşire liderlerin varlığında hatalı tıbbi uygulamaların belirgin derecede azaldığı saptanmıştır.…”
Section: Hemşi̇reli̇k Hi̇zmetleri̇ Yöneti̇mi̇nde Kullanilan Li̇derli̇k Sti̇lleunclassified
“…Bu araş-tırmalar arasında, genel itibarıyla hemşirelik hizmetleri yönetiminde görev odaklı liderlik yaklaşımına nazaran, ilişki odaklı liderlik davranışla-rının hemşirelik bakım kalitesine ve hasta sonuçlarına olumlu katkılar sağladığını bildiren ça-lışmalar nispeten daha fazladır. [29][30][31]40,41 Ancak, ideal hasta sonuçlarının elde edilmesinde hangi liderlik stilinin daha etkili olduğu henüz net değildir.…”
Section: Hemşi̇reli̇k Hi̇zmetleri̇ Yöneti̇mi̇nde Kullanilan Li̇derli̇k Sti̇lleunclassified