Senior management characteristics that influence care quality in aged care homes: A global scoping review

Dawes, Nathan; Topp, Stephanie M.

doi:10.1080/20479700.2019.1692763

Cited by 12 publications

(10 citation statements)

References 30 publications

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“…Further research on compassion in aged care leadership found that despite the intention of residential aged care services to provide compassionate care for older Australians, clinical ‘safety’ and ‘efficiency’ were more frequently used to measure effective care (Dawes & Topp, 2019; Gilbert et al., 2020; Ratcliffe et al., 2019). This is despite the implementation of the Aged Care Quality Standards in 2019, which require aged care services to increase their focus to meet spiritual, social, emotional and physical needs in achieving high‐quality care (Aged Care Quality & Safety Commission, 2018).…”

Section: Discussionmentioning

confidence: 99%

“…However, as with the general organisational literature, there has been limited investigation within the academic commentary regarding the need for leaders in residential aged care to demonstrate compassion and caring as the role models and mentors of their care focused organisations (Ali & Terry, 2017; Bivins et al., 2017). Generally, the constructs of leadership and management in aged care research merge under the term of nursing or clinical leadership (Dawes & Topp, 2019; Jeon et al., 2008), with a dearth of research evidence that explores aged care leadership and its influence on client well‐being and psychological outcomes (Dawes & Topp, 2019).…”

Section: Introductionmentioning

confidence: 99%

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Residential aged care leadership in Australia—Time for a compassionate approach: A qualitative analysis of key leader skills and attributes

2021

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Aims To examine the perceptions of leadership by leaders within residential aged care and to identify the crucial requirements for successful leadership in this complex industry. Background As an industry capitalizing on the concept of ‘care’, one of the critical attributes this research has found to be absent in many aged care leadership approaches is compassion. Methods A qualitative methodology using thematic analysis was used to explore the construction of leadership attributes needed within residential aged care, as perceived by leaders in these organisations. Results Senior staff in the aged care industry believe that compassion is both a key component and a gap in the skill set of aged care leadership and leaders. While most studies define good leadership and care in relation to clinical ‘safety’ and ‘efficiency’, this research demonstrates that compassionate caring is central to high‐quality care in residential aged care. Conclusions The aged care industry needs to enhance and encourage compassionate leadership as a cornerstone of humane and dignified care. Implications for Nursing When developing theoretical explanations for the role of leadership in aged care, researchers should contemplate compassion as a key attribute required in residential aged care leaders. Education and training in this industry must incorporate the attributes associated with compassion, including emotional intelligence and person‐centred leadership.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Residential aged care leadership in Australia—Time for a compassionate approach: A qualitative analysis of key leader skills and attributes

2021

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“…Nursing home managers often influence how challenges are faced within their facilities and decide how safety standards and quality of care are developed, achieved and maintained [14,[16][17][18][19]. This means their leadership approaches and behaviors (e.g., regarding communication or supervision), as well as their roles, capabilities and even years of experience in their position can all affect outcomes regarding both residents (e.g., satisfaction with care, safety, physical restraint use) and staff (e.g., job satisfaction, turnover) [16,[19][20][21].…”

Section: Introductionmentioning

confidence: 99%

Quality of care is what we make of it: a qualitative study of managers’ perspectives on quality of care in high-performing nursing homes

Asante

Zúñiga

Favez

2021

BMC Health Serv Res

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Background Leadership has a vital role regarding quality of care in nursing homes. However, few studies have explored upper-level managers’ views on how to assure that residents receive high quality of care. Therefore, this study’s aim was to examine how managers of top-quality nursing homes define, develop and maintain high-quality of care. Method We used interpretive description, an inductive, qualitative approach. Our research included 13 semi-structured interviews with 19 managers. We analyzed their input using reflexive thematic analysis, which is an iterative approach. Results Quality development and maintenance are cyclic processes. Managers in high-performing nursing homes lead with high commitment towards a person-centred quality of care, creating appropriate working conditions and continuously co-creating a vision and the realization of quality of care together with employees. Conclusions This study confirms that, in high-performing nursing homes, a person-centered approach—one where both residents and employees are at the center—is essential for quality development and maintenance. The most effective managers exemplify “person centeredness”: they lead by example and promote quality-focused working conditions. Such strategies motivate employees to provide person-centered care. As this means focusing on residents’ needs, it results in high care quality.

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“…This gap in knowledge is notable because although mainstream HCOs and RACFs share some common features, they also differ in a number of critical ways. 15 Clients' purpose for attending and length of stay; the nature of clinical services delivered; the attendant organisational structures and staff skills mix required; and the broader nancial and regulatory context are all quite different in RAC as compared to mainstream hospital settings, for example, with different health care needs and imperatives in relation to quality of care arising. 2 Attending to these requirements, the role, and responsibilities of RAC managers are also unique with RAC senior managers responsible for clinical care responsibilities, but also institutional governance and risk operations, nance and asset performance, ethical conduct issues, people development, inter-professional collaboration and a range of commercial and political.…”

Section: Introductionmentioning

confidence: 99%

Leadership Skills And Quality Health Care For Older Australians

Dawes

Topp

2021

Preprint

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BackgroundWith increasing recognition of the quality and safety issues in residential aged care (RAC), there is an urgent need to better understand the role of leadership teams who are often responsible for addressing these concerns. This qualitative study sought to explore the leadership skills that positively influence quality of care within Australian residential aged care facilities (RACFs); and better understand the professional development needs of senior managers to positively influence care within these complex environments. MethodsWe conducted 19 semi-structured interviews with senior managers in 14 RACFs in northern Queensland, Australia. GEN Aged Care Data was reviewed to assist the recruitment of” high performing”, non-government RACFs across different geographical areas of remoteness. Thematic analysis was used, including inductive identification of the leadership skills and strategies employed to promote quality of care. ResultsThe leadership skills reported by senior managers were structured under five domains including: i) communication and relationship management, ii) stewardship, iii) professional development, iv) health care knowledge and v) information technology and finance. A majority of participants highlighted communication and relationship management skills as being influential to RAC quality performance. We found that while most participants recognised the link between leadership skills and quality of care, only managers with a formal health qualification, highlighted the role of health care knowledge as a critical component of their leadership competency.ConclusionsThe skills and strategies employed by leadership and management teams are critical to quality outcomes for organisations and, ultimately, care recipients. With ongoing pressures facing RACFs , more work is needed to identify sector specific professional development (PD) strategies that better prepare RAC senior managers to lead quality health care services within an increasingly complex environment.

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Senior management characteristics that influence care quality in aged care homes: A global scoping review

Cited by 12 publications

References 30 publications

Residential aged care leadership in Australia—Time for a compassionate approach: A qualitative analysis of key leader skills and attributes

Residential aged care leadership in Australia—Time for a compassionate approach: A qualitative analysis of key leader skills and attributes

Quality of care is what we make of it: a qualitative study of managers’ perspectives on quality of care in high-performing nursing homes

Leadership Skills And Quality Health Care For Older Australians

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