Organizational culture, authentic leadership and quality improvement in Canadian healthcare facilities

Abstract

Objective: To investigate relationships among flexible and hierarchical organizational cultures, quality improvement domains, and authentic leadership competencies in Canadian healthcare facilities. Method: Observational cross-sectional study conducted in Alberta, Canada. Nurse managers (n=226) completed a survey including validated measures of organizational culture, quality improvement and authentic leadership. Data were analyzed using descriptive statistics, Spearman's correlation coefficient and Chi-squared test (p<0.05). Results: Quality improvement through accreditation is related to organizational culture and authentic leadership. We saw a propensity for participants who reported working in a more flexible culture also reported greater quality improvement implementation and authentic leadership practices. Conclusion: This study assessed and reported the relationships between flexible organizational cultures, quality improvement through the accreditation process, and authentic leadership practices of healthcare managers. Flexible organizational cultures influence the adoption of authentic leadership, participatory management model and also improves quality.

41 st International Conference on Organizational Science Development

“…Vegro, Pocha, Camelo, & Garcia, 2016, conducting qualitative research, came to similar conclusions as the authors of papers Liou &Dellmann-Jenkins, 2020 andBernardes, et al, 2020, that a fundamental element of quality is the culture in an organisation that is able to unite and support medical staff, the ability of culture to improve interpersonal relationships and mutual assistance of employees in the presence of a common ideology providing quality medical services, which increased the involvement of employees in the work and improved the quality of services provided and patient satisfaction (Vegro, Rocha, Camelo, & Garcia, 2016).…”

“…The authors Bernardes, et al, 2020, came to a similar conclusion by conducting a quantitative study and determined that in a medical institution where a more flexible type of culture (group or developmental) is used, high quality of medical care and patient satisfaction. And also, the group type of culture has a positive effect on the development of leadership and leaders, providing the freedom to set goals and achieve them with a creative and innovative approach, which also positively affects the quality in the healthcare organisation (Bernardes, et al, 2020).…”

Authentic leadership in the educational system and in nursing education: an integrative review

“…In the second category, five field surveys (6,16,(18)(19)22) (21,74%), carried out in the educational environment, were listed, which intended to measure the degree of authentic leadership attributed by managers, professors and/or students, with moderate and high levels being identified among educational managers, demonstrating the importance of authentic leadership in this system. However, divergences were found between the perception of the followers and the self-perception of the leaders, which demonstrates that the leaders are not exactly familiar with how followers perceive them (16) as well as they self-assess very well in any situation (39) .…”

“…It is observed, in the analyzes carried out through the use of ALQ, that followers can be more precise when analyzing leader characteristics, suggesting that they can assess them better than the leader himself/herself (16)(17)(39)(40) .…”

A liderança autêntica no sistema educacional e no ensino da enfermagem: revisão integrativa

“…Na segunda categoria, foram elencadas cinco pesquisas (6,16,(18)(19)22) de campo (21,74%), realizadas no ambiente educacional, e que tiveram a intenção de mensurar o grau de liderança autêntica atribuído pelos gestores, docentes e/ou estudantes, sendo identificados níveis moderados e elevados entre os gestores educacionais, demonstrando a importância da liderança autêntica neste sistema. Entretanto, constataram-se divergências entre a percepção dos liderados e a autopercepção dos líderes, o que demonstra que os líderes não estão familiarizados exatamente com como os liderados os percebem (16) , assim como se autoavaliam muito bem em qualquer situação (39) .…”