Service quality and maturity of health care organizations through the lens of Complexity Leadership Theory

Abstract

As the results indicate a dependency between functions of leadership and levels of the maturity of health organizations, we propose a model that connects the two. The study broadens our understanding of the implications of complexity thinking and its reflection on leadership functions and overall organizational performance. The correlations between leadership functions and maturity could have practical applications in policy processing, thus improving the quality of outcomes and the overall level of service quality.

Complex adaptive systems approaches in health care—A slow but real emergence?

“…At an organizational level, leadership is a crucial element of success, and its role is recognized as an important factor for achieving better performance and optimizing health improvements for patients. Horvat and Filipovic, using complexity leadership theory, identified three types of leadership and matched them to indicators of organizational maturity. Administrative leadership is grounded in traditional, bureaucratic notions of hierarchy, alignment, and control .…”

Inclusive organizations: developmental reciprocity through authentic leader-employee relationships

“…To tap into employee knowledge and skill, leaders must use complexity leadership attributes to influence and lead in ways that nurture sharing of information, problem solving, as well as collective learning and innovation. In healthcare, recent studies have linked complexity leadership functions with overall organizational performance (Horvat and Filipovic, 2018). The current research replicated the previous study with the purpose of elaborating on the theory of how managers transition to inclusive management at a different high-performing distribution center in another state (Moore et al , 2020).…”

Modelos de gestão da qualidade e saúde: a busca da excelência

“…O serviço público de saúde exibe múltiplas composições organizacionais, cercadas por um ambiente de transformações rápidas, reformas constantes e imprevisíveis (Ravioli, Soaréz, & Scheffer, 2018). Para atingir seu principal objetivo, precisa buscar melhorias na gestão visando qualidade, o que implica adoção de novas práticas e inovações na forma de fazer gestão (Horvat & Filipovic, 2017). Existem metodologias que auxiliam na qualidade dos serviços de saúde, em especial, os modelos de gestão, que compreendem um meio de avaliação da adequação dos processos internos diante dos objetivos da organização, gerando conhecimento e um ciclo contínuo de melhorias na instituição.…”

“…Ainda que uma instituição conte com o que há de melhor em tecnologias e recursos humanos, fragilidades no gerenciamento podem comprometer os resultados esperados no empenho desses recursos. Para promover melhorias na assistência de saúde, a constante busca pela excelência deve estar inserida na rotina da instituição (Bassan & Martins, 2016;Bento et al, 2014;Caldana et al, 2018;Fatima et al, 2015;Grossman, 2018;Horvat & Filipovic, 2017;Moraes et al, 2017).…”