8 Leadership Research in Healthcare

Gilmartin, Mattia J.; D’Aunno, Thomas

doi:10.5465/078559813

Cited by 71 publications

(40 citation statements)

References 92 publications

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“…Our findings may be regarded as further support to the observations by Gilmartin & D'Aunno [25], as our results also suggest that mergers influence physicians' intention to leave their current job. This is an area of concern in light of research that shows that there is a trend in hospital management and organisation to establish fewer and larger administrative units [12,25]. Given the debate in the Nordic countries it is relevant to note, that gender and specialty did not appear to matter for the results.…”

Section: Discussionsupporting

confidence: 90%

“…It may be difficult to establish a clear causal relationship between organisational leadership and macro-level organisational factors such as financial performance, but leadership may make a significant difference at the individual and group levels of analysis [25]. Leaders engage in a range of behaviours that affect individual and team performance, and there is a long tradition of studies focusing on the role of leadership in healthcare for aspects such as quality of care, organisational commitment, job satisfaction, burnout and stress [23,[25][26][27][28][29][30]. Reflecting this, a review of leadership research in healthcare suggests that transformational leadership is associated with job satisfaction, extra effort, perceived unit performance, a supportive organisational climate, organisational commitment, and intention to stay and staff retention [25].…”

Section: Institutional Logics In Healthcarementioning

confidence: 99%

“…Leaders engage in a range of behaviours that affect individual and team performance, and there is a long tradition of studies focusing on the role of leadership in healthcare for aspects such as quality of care, organisational commitment, job satisfaction, burnout and stress [23,[25][26][27][28][29][30]. Reflecting this, a review of leadership research in healthcare suggests that transformational leadership is associated with job satisfaction, extra effort, perceived unit performance, a supportive organisational climate, organisational commitment, and intention to stay and staff retention [25]. The review also identified consistent links between managers' leadership style and staff job satisfaction, retention and organisational commitment.…”

Section: Institutional Logics In Healthcarementioning

confidence: 99%

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Should I stay or should I go? The role of leadership and organisational context for hospital physicians’ intention to leave their current job

Martinussen

Magnussen

Vrangbæk

et al. 2020

BMC Health Serv Res

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Background: Physician turnover is a concern in many health care systems globally. A better understanding of physicians' reasons for leaving their job may inform organisational policies to retain key personnel. The aim of this study was to investigate hospital physicians' intention to leave their current job, and to investigate if such intentions are associated with how physicians assess their leaders and the organisational context. Methods: Data was derived from a survey of 971 physicians working in public hospitals in Norway in 2016. The data was analysed using descriptive statistics and multivariate analysis. Results: We found that 21.0% of all hospital physicians expressed an intention to leave their current job for another job. An additional 20.3% of physicians had not made up their mind whether to stay or leave. Physicians' perceptions of their leaders and the organisational context influence their intention to leave their hospital. Respondents who perceived their leaders as professional-supportive had a significantly lower probability of reporting an intention to leave their job. The analysis suggests that organisational context, such as department mergers, weigh in on physicians' considerations about leaving their current job. Social climate and commitment are important reasons why physician stay. Conclusions: A professional-supportive leadership style may have a positive influence on retention of physicians in public hospitals. Further research should investigate how retention of physicians is associated with performance related to organisational and leadership style.

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Section: Discussionsupporting

confidence: 90%

Section: Institutional Logics In Healthcarementioning

confidence: 99%

Section: Institutional Logics In Healthcarementioning

confidence: 99%

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Should I stay or should I go? The role of leadership and organisational context for hospital physicians’ intention to leave their current job

Martinussen

Magnussen

Vrangbæk

et al. 2020

BMC Health Serv Res

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“…Gilmartin and D'Aunno's (2007) synthesis of leadership in health care literature showed that leadership has a significant relationship with work satisfaction, turnover, and performance. Despite the abundance of leadership studies, recent contributions call for research into newer and important areas of inquiry (Chreim, 2015;Currie & Lockett, 2011;Denis, Langley, & Sergi, 2012).…”

Section: Introductionmentioning

confidence: 98%

Distributed leadership in health care teams

Chreim

MacNaughton²

2016

Health Care Manage Rev

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“…[8][9][10] In light of these observations, nearly a decade after the release of the 1999 IOM report, a stream of health care organizational literature drew upon management research, to explain why innovation implementation failure occurs in HCOs and what could be done to prevent it. [6][7][8][9][10][11][12][13][14][15][16][17][18][19][20][21][22][23][24] Table 1 outlines the main tenets of the literature on "innovation implementation failure" in HCOs. As shown in Table 1, in the decade following the release of the 1999 IOM report, the health care organizational literature used management research to explain both why "innovation implementation failure" occurs in HCOs (in the context of health care quality) and what could be done by HCOs to prevent them.…”

Section: Introductionmentioning

confidence: 99%

Innovation Implementation in the Context of Hospital QI-Lessons Learned and Strategies for Success

Rangachari¹

2018

Proceedings

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In 1999, the Institute of Medicine (IOM) reported that 98,000 people die each year due to medical errors. In the following years, the focus on hospital quality was intensified nationally, with policymakers providing evidence-based practice guidelines for improving health care quality. However, these innovations (evidence-based guidelines) that were being produced at policy levels were not translating to clinical practice at the hospital organizational level easily, and stark variations continued to persist, in the quality of health care. Circa 2009, nearly a decade after the release of the IOM report, the health care organizational literature began referring to this challenge as "innovation implementation failure" in health care organizations (HCOs), ie, failure to implement an evidence-based practice that is new to a HCO. This stream of literature drew upon management research to explain why innovation implementation failure occurs in HCOs and what could be done to prevent it. This paper conducts an integrative review of the literature on "innovation implementation" in hospitals and health systems over the last decade, since the spotlight was cast on "innovation implementation failure" in HCOs. The review reveals that while some studies have retrospectively sought to identify the key drivers of innovation implementation, through surveys and interviews of practitioners (the "what"), other studies have prospectively sought to understand how innovation implementation occurs in hospitals and health systems (the "how"). Both make distinctive contributions to identifying strategies for success in innovation implementation. While retrospective studies have helped identify the key drivers of innovation implementation, prospective studies have shed light on how these drivers could be attained, thereby helping to develop context-sensitive management strategies for success. The literature has called for more prospective research on the implementation and sustainability of health care innovations. This paper summarizes the lessons learned from the literature, discusses the relevance of management research on innovation implementation in HCOs, and identifies future research avenues.

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8 Leadership Research in Healthcare

Cited by 71 publications

References 92 publications

Should I stay or should I go? The role of leadership and organisational context for hospital physicians’ intention to leave their current job

Should I stay or should I go? The role of leadership and organisational context for hospital physicians’ intention to leave their current job

Distributed leadership in health care teams

Innovation Implementation in the Context of Hospital QI-Lessons Learned and Strategies for Success

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