2019
DOI: 10.1111/jocn.15075
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Embodying person‐centred being and doing: Leading towards person‐centred care in nursing homes as narrated by managers

Abstract: Aims and objectives To explore how managers describe leading towards person‐centred care in Swedish nursing homes. Background Although a growing body of research knowledge exists highlighting the importance of leadership to promote person‐centred care, studies focused on nursing home managers' own descriptions of leading their staff towards providing person‐centred care is lacking. Design Descriptive interview study. COREQ guidelines have been applied. Methods The study consisted of semi‐structured interviews … Show more

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Cited by 36 publications
(53 citation statements)
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“…Having a manager who gives clear instructions has been reported to be a facilitator when implementing person-centred care because integrating a person-centred philosophy into practice takes time and continuous support in order to challenge and change traditional care practices (Backman et al, 2020;Moore et al, 2016). One additional item reported as characteristic of highly rated leadership in a previous publication on this data (Backman et al, 2017) was borderline significant-My manager experiments with new ideas (p = .052).…”
Section: Discussionmentioning
confidence: 97%
“…Having a manager who gives clear instructions has been reported to be a facilitator when implementing person-centred care because integrating a person-centred philosophy into practice takes time and continuous support in order to challenge and change traditional care practices (Backman et al, 2020;Moore et al, 2016). One additional item reported as characteristic of highly rated leadership in a previous publication on this data (Backman et al, 2017) was borderline significant-My manager experiments with new ideas (p = .052).…”
Section: Discussionmentioning
confidence: 97%
“…organizational culture ( Ali and Terry, 2017 ; Backman et al , 2020 ; Corazzini et al , 2015 ; Havig and Hollister, 2018 ; Jeon et al , 2010 ; Nielsen et al , 2008 ; Vesterinen et al , 2009 );…”
Section: Resultsmentioning
confidence: 99%
“…In most of the literature reviewed, however, leadership behavior is not described or explained precisely. Fortunately, more recent literature is moving away from studying solely leadership styles and is focusing more on appropriate leadership behavior for new developments, like the implementation of Dementia Care Mapping and person-centered care ( Backman et al , 2020 ; Lynch et al , 2018 ; Quasdorf and Bartholomeyczik, 2019 ).…”
Section: Discussionmentioning
confidence: 99%
“…Organizational context and culture, specifically turnover of managers and lack of leadership engagement at the outset of implementation, as well as minimum mentorship for staff to take on leadership roles have been cited as negatively influencing efforts to improve care practice (Brodtkorb et al, 2019;Tappen et al, 2017). Turnover among care staff can have equally devastating effects on innovation uptake, where instability and feelings of disempowerment result in lack of ownership of initiatives, further reducing morale and slowing adoption (Backman et al, 2020;Chamberlain et al, 2017). Special consideration should be given to the readiness of a home before undertaking multidimensional, targeted culture change initiative, such as the CHOICE+ Program (von Treuer et al, 2020;Keller et al, 2020;Wu et al, 2018).…”
Section: Discussionmentioning
confidence: 99%
“…Mealtimes within Canadian residential care homes have been described as hectic and task-focused compared to those observed in Norway and Germany (Lowndes et al, 2017), which can make it challenging for care staff to change mealtime practices without the proper time, space, and support from leadership. There is an urgent need to prepare those in middle and senior leadership positions to achieve organizational goals through their active involvement, effective communication with stakeholders, and participatory decision-making approaches, so that care staff have the opportunity to create and sustain relationship-centred mealtimes (Backman et al, 2020;MacEachern et al, 2020).…”
mentioning
confidence: 99%