2016
DOI: 10.1097/hmr.0000000000000073
|View full text |Cite
|
Sign up to set email alerts
|

Distributed leadership in health care teams

Abstract: (a) It is important to recognize areas of overlap and gaps in leadership roles and to provide clarity about role boundaries to avoid ambiguity. Role mapping exercises and open discussions should be considered. (b) Attempting to spread formal leadership responsibilities informally among individuals is not always a workable strategy for addressing team needs.

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1

Citation Types

0
12
0

Year Published

2017
2017
2023
2023

Publication Types

Select...
6
2

Relationship

0
8

Authors

Journals

citations
Cited by 29 publications
(12 citation statements)
references
References 32 publications
0
12
0
Order By: Relevance
“…These challenges may be mitigated by developing an integrated inter professional model of teamwork that is based on trust, effective communication, clearly defined professional roles, and continuing inter professional development. [26,[35][36][37] If successfully implemented, inter professional teamwork can improve the quality of patient care, as well as increase patient and provider satisfaction.…”
Section: Discussionmentioning
confidence: 99%
“…These challenges may be mitigated by developing an integrated inter professional model of teamwork that is based on trust, effective communication, clearly defined professional roles, and continuing inter professional development. [26,[35][36][37] If successfully implemented, inter professional teamwork can improve the quality of patient care, as well as increase patient and provider satisfaction.…”
Section: Discussionmentioning
confidence: 99%
“…Although interprofessional collaboration was comparatively greater among family physicians who worked as part of a team than those who did not, in absolute terms the degree of collaboration did not appear to be very high. Many factors contribute to the extent to which health care professionals work together including the development of trust, effective communication, and clear role definitions [38]. Some combination of these factors (facilitators and barriers) may account for the reported percentage of interprofessional collaboration not being higher.…”
Section: Discussionmentioning
confidence: 99%
“…For instance, a QIC can include both administrative and clinical leaders together with different clinical specialists, all of whom partake in coordinating team activities, ensuring progress and desired quality achievements by simultaneously exerting horizontal and vertical influence in the QI work. In this sense, “the distribution of clinical and administrative responsibilities across individuals in the leadership constellation may not stem entirely from a formal description of the division of labor, but come about with the influence of circumstances such as team requirements” (Chreim & MacNaughton, 2016, p. 201). Challenging the leader–follower dyad as the dominant leadership model, distributed leadership has at its core the conception of leadership as a collective phenomenon arising across individuals, positions, and levels (Gronn, 2002, 2009).…”
Section: Literature Review and Theoretical Frameworkmentioning
confidence: 99%
“…Previous distributed leadership research shows positive effects on, for instance, patient satisfaction and innovative behavior (cf. systematic reviews by Bolden, 2011; Tian et al, 2016); however, very few studies have examined distributed leadership practices in interorganizational and cross-professional settings (Boak et al, 2015; Chreim & MacNaughton, 2016; McKee et al, 2013). Here, an important condition for expecting positive outcomes of distributed leadership is whether the leadership practices in regard to the aims, roles, and scope of the collaborative work are aligned within and across organizational entities (Harris et al, 2007; Jakobsen et al, 2021; Leithwood et al, 2007; Thorpe et al, 2011).…”
mentioning
confidence: 99%