Joint working for health and social outcomes: the partnership‐leadership mantra

Ansari, Walid El

doi:10.1108/17479886200900007

Cited by 4 publications

(4 citation statements)

References 47 publications

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“…The current analysis forms part of a wider study of community partnerships in South Africa (28). The five specific objectives were to:…”

Section: Aim Of the Studymentioning

confidence: 99%

Leadership in Community Partnerships: South African Study and Experience

Ansari

2012

Cent Eur J Public Health

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SUMMARYAims: This study examined the influence of leadership in multi-stakeholder partnerships. Four W.K. Kellogg-funded community partnerships in South Africa were evaluated. Participants included community, academic and health service partners. The partnerships aimed to achieve interprofessional community-sensitive health professions education.Methods: We undertook: 1) quantitative assessment (survey, N = 529) of whether leadership skills were systematically associated with three partnership factors (satisfaction, sense of ownership and commitment); and the individual contributions of these factors to the partnerships' outcomes; and 2) qualitative assessment (semi structured interviews, N = 46) of the extent of coalition members' ratings of their leadership, the likelihood of concerns about their leaders; and the nature of these concerns.Results: Quantitatively, partner's positive ratings of their leadership were consistently and significantly attended by better sense of ownership, commitment to and satisfaction with the partnerships. Variance in partnership outcomes was accounted for by leadership skills (26%), ownership (21%), commitment (20%) and satisfaction (11%). Partnership members who rated their leadership highly expressed fewer concerns (qualitatively) about their leaders. These concerns were: leadership visibility, openness and legitimacy; leadership features, styles and characteristics; the consequences of lack of appropriate leadership; and management procedures that were lacking.Conclusions: Coalition efforts would benefit from focusing on factors that are conducive to effective leadership.

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“…The current analysis forms part of a wider study of community partnerships in South Africa (28). The five specific objectives were to:…”

Section: Aim Of the Studymentioning

confidence: 99%

Leadership in Community Partnerships: South African Study and Experience

Ansari

2012

Cent Eur J Public Health

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“…Risk management in social care has parallels to issues in health care (El Ansari, 2009), but generally has a broader scope as it includes also the dimensions of statutory duties and powers (for example in relation to child protection, mental health and regulation of social care) and protecting people from themselves and others in their own homes (see DoH, 1993 which has a more limited focus). In social care risk management relates particularly to appropriate respect and support for client decision making including risk-taking (DoH, 2007); reasoned and reasonable risk-taking by professionals (Counsel and Care, 1993;Hollows, 2008;Ross and Waterson, 1996); and appropriate systems for decisions about safeguarding measures seeking to protect vulnerable people (Taylor, 2010).…”

Section: Quality and Risk Managementmentioning

confidence: 99%

Quality, risk and governance: social workers' perspectives

Taylor

Campbell²

2011

International Journal of Leadership in Public Services

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Purpose -Governance is an emerging aspect of social care organisations embodying professionally-led risk management, quality assurance and service improvement. The purpose of this paper is to put forward a broad conceptualisation of the main dimensions of quality and risk in social care. Design/methodology/approach -A survey was undertaken to seek the perspectives on social care governance (SCG) of social workers in the South Eastern Health and Social Care Trust in Northern Ireland where clinical and SCG is formalised in the integrated health and social care service. Findings -The 123 respondents were from a wide range of grades, aspects of work (practice, management and training) and both children's and adult services. Approximately, 60 per cent of social workers thought themselves knowledgeable on SCG, but this self-reported knowledge was considerably higher amongst managers and trainers than practitioners. The risk register was familiar to 61 per cent of respondents. Social workers thought that useful ways to learn about SCG were team meetings, local workshops and engagement in developmental projects rather than training events. Research limitations/implications -The 41 per cent response rate is typical of surveys of busy professionals. Practical implications -Social workers were generally not very aware of the systems being developed to implement accountability and support through SCG, presenting challenges to the tasks of managing risk and improving the safety and quality of services. Originality/value -The paper shows that Northern Ireland is pioneering the development of SCG in parallel with clinical governance in health care. Valuable lessons are being learned about the application of concepts of risk and quality in the complexity of social work.

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“…The range of variables to be measured when assessing partnerships is wide (El Ansari, 2009). Personnel factors and barriers, organizational factors and barriers, power‐related factors, as well as other factors collectively interplay in the accomplishment and impact of the initiatives.…”

Section: Enhancing the Quality Of Care: A Detailed Examination Of Four Notionsmentioning

confidence: 99%

When meanings blur, do differences matter? Initiatives for improving the quality and integration of care: conceptual matrix or measurement maze?

Ansari

2011

Journal of Integrated Care

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PurposeThe purpose of this paper is to consider some notions that are currently in use in integrated care, with the aim of exploring whether these notions improve the quality and integration of care.Design/methodology/approachNotions like “continuity of care”, “coordination of care”, “team‐working” and “partnerships” are some of the wide variety of terms increasingly employed within the range of initiatives and efforts that aim to enhance the quality of health and social care environments for patients and users. While each of these notions seems to represent a worthy cause in the quest for better care, and is accompanied by varying extents of evidence of its effectiveness, conceptual clarity of each notion remains a challenge. This paper undertook a detailed examination of what each of these notions comprises, how it is measured objectively and subjectively, whilst highlighting any apparent overlap between the notions.FindingsFrom the analysis of the four notions, two main patterns of dysfunctional features emerged: the first pattern involved issues of multiple, imprecise and constricted definitions; the second pattern had to do with imprecise or conflicting assessments of how the different notions or dimensions thereof are related to one another.Research limitations/implicationsA review of the literature suggests that the meanings, and consequently the measurement, of these notions could benefit from less ambiguity in order to prevent confusion about what precisely is being implemented and measured.Originality/valueIn order that calls for quality improvement do not become slogan statements, there is an urgent need for integrated framework(s) that add clarity to an already compound web of notions. This could contribute to improving the quality of research and evidence base of this complex field.

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Joint working for health and social outcomes: the partnership‐leadership mantra

Cited by 4 publications

References 47 publications

Leadership in Community Partnerships: South African Study and Experience

Leadership in Community Partnerships: South African Study and Experience

Quality, risk and governance: social workers' perspectives

When meanings blur, do differences matter? Initiatives for improving the quality and integration of care: conceptual matrix or measurement maze?

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