Organizational culture and climate and mental health provider attitudes toward evidence-based practice.

Aarons, Gregory A.; Sawitzky, Angelina C.

doi:10.1037/1541-1559.3.1.61

Cited by 397 publications

(365 citation statements)

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“…Fifth, providers' ratings of their supervisors' leadership was assessed in the study presented here. However, other organizational variables may also be related to providers' attitudes toward evidence-based practices (48). Finally, the focus of leadership was not assessed.…”

Section: Discussionmentioning

confidence: 99%

“…The overall Cronbach's alpha reliability for the EBPAS was good (α=.77), and subscale alphas ranged from.90 to.59. The EBPAS validity is supported by associations of EBPAS scales with both individual provider-level attributes and organizational characteristics (6,48). All responses for the EBPAS were scored on a 5-point scale, ranging from 0, not at all, to 4, to a very great extent.…”

Section: Methodsmentioning

confidence: 99%

“…Rogers (8) asserted that having more formal education, as well as favorable attitudes toward change and science, are associated with increased adoption of an innovation. Educational attainment is positively associated with endorsement of evidence-based treatment services, adoption of innovations, and attitudes toward adoption of evidence-based practices (6,(48)(49)(50). In specialty mental health clinics, compared with professional providers, interns report having a more positive attitude toward using evidence-based assessment protocols (51) and toward adopting evidence-based practices (6).…”

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confidence: 99%

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Transformational and Transactional Leadership: Association With Attitudes Toward Evidence-Based Practice

Aarons¹

2006

Psychiatric Services

262

253

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Objective-Leadership in organizations is important in shaping workers' perceptions, responses to organizational change, and acceptance of innovations, such as evidence-based practices. Transformational leadership inspires and motivates followers, whereas transactional leadership is based more on reinforcement and exchanges. Studies have shown that in youth and family service organizations, mental health providers' attitudes toward adopting an evidence-based practice are associated with organizational context and individual provider differences. The purpose of this study was to expand these findings by examining the association between leadership and mental health providers' attitudes toward adopting evidence-based practice.Methods-Participants were 303 public-sector mental health service clinicians and case managers from 49 programs who were providing mental health services to children, adolescents, and their families. Data were gathered on providers' characteristics, attitudes toward evidence-based practices, and perceptions of their supervisors' leadership behaviors. Zero-order correlations and multilevel regression analyses were conducted that controlled for effects of service providers' characteristics.Results-Both transformational and transactional leadership were positively associated with providers' having more positive attitudes toward adoption of evidence-based practice, and transformational leadership was negatively associated with providers' perception of difference between the providers' current practice and evidence-based practice.Conclusions-Mental health service organizations may benefit from improving transformational and transactional supervisory leadership skills in preparation for implementing evidence-based practices.There is growing momentum and pressure to move evidence-based mental health interventions into real-world practice settings (1-5). Most of these practice settings involve a relationship between a clinical or case management supervisor and practitioners who provide services. Often in community settings the clinical supervisor also supervises work activities, including conducting performance appraisals and other human resource functions. Leadership is important in these activities. Recent work has also demonstrated that mental health service providers' attitudes toward adopting evidence-based practice are associated with organizational context (for example, structure and policies) and individual provider differences (for example, education and experience) (6,7). Yet, although leadership is held to influence the adoption of innovations, such as evidence-based practices (8), there has been little research on the association between leadership of the mental health supervisor and staff attitudes toward adopting evidence-based practice. However, some more general leadership studies have been conducted.Leadership research is pervasive in the organizational literature, and studies in mental health services suggest that leadership is important for both for the organizational proces...

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Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

mentioning

confidence: 99%

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Transformational and Transactional Leadership: Association With Attitudes Toward Evidence-Based Practice

Aarons¹

2006

Psychiatric Services

262

253

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“…Organizational culture is often seen as tapping into the underlying "why" of organizational behavior (e.g., values, attitudes), while climate is seen more as the "what" of organizations (e.g., policies, rewards, and punishments; see Ostroff, Kinicki, and Muhammad, 2012; Schneider, Ehrhart, and Macey, 2011; and Zohar and Hofmann, 2012, for some recent reviews). 1 While "climate change" deals with employees' perceptions of current practices, policies, and implementation (and is more closely related to the behaviors mentioned above), the underlying culture must be changed as well, as it permeates all organizational activities and behaviors and sets the stage for climates to emerge.…”

Section: Why Culture and Climate Are Relevantmentioning

confidence: 99%

“…1 A few were cited multiple times by other publications. For example, 73 articles cite Schein's definitions of culture.…”

Section: Definitions Of Organizational Culturementioning

confidence: 99%

Identifying Promising Approaches to U.S. Army Institutional Change: A Review of the Literature on Organizational Culture and Climate

Meredith¹,

Sims²,

Batorsky³

et al. 2017

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This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest.RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org For more information on this publication, visit www.rand.org/t/RR1588 Library of Congress Cataloging-in-Publication Data is available for this publication. : 978-0-8330-9602-9 Published by the RAND Corporation, Santa Monica, Calif. ISBN © Copyright 2017 RAND CorporationR® is a registered trademark. Cover image courtesy of Shutterstock.com.iii Preface This report documents research conducted for a project entitled "Identifying Promising Approaches to U.S. Army Institutional Change: A Review of the Literature on Organizational Culture and Climate." The project's purpose was to review the literature on organizational culture and climate to identify promising approaches to help address some of the Army's greatest challenges, including behavioral health treatment stigma, negative workplace behaviors, and the growing participation of women in combatforward roles.This report distills the results of the literature review, identifying key drivers of cultural change. It also describes how a group of subject-matter experts analyzed the results of that review by identifying the most important drivers of cultural change for the Army. Its findings should interest researchers and policy makers in the Army, the military as a whole, and other organizations in general as they must adapt in response to ongoing social changes. In particular, study findings will help guide policy decisions about institutionalizing organizational change in Army culture to cope with the aforementioned issues.

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Association of Work Environment With Missed and Rushed Care Tasks Among Care Aides in Nursing Homes

et al. 2020

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IMPORTANCE In Canada, approximately 81% of residents of nursing homes live with mild to severe cognitive impairment. Care needs of this population are increasingly complex, but resources, such as staffing, for nursing homes continue to be limited. Staff risk missing or rushing care tasks and interfering with quality of care and life. OBJECTIVE To assess the association of work environment with missing and rushing essential care tasks in nursing homes. DESIGN, SETTING, AND PARTICIPANTS This cross-sectional study used survey data collected from a random sample of 93 urban nursing homes in Western Canada, stratified by health region, owneroperator model, and facility size, between May and December 2017. All 5411 eligible care aides were invited to participate, and 4016 care aides agreed and completed structured, computer-assisted interviews in person. Analyses were conducted from July 4, 2018, to February 27, 2019. MAIN OUTCOMES AND MEASURES Self-reported number of essential care tasks missed (range, 0-8) or rushed (range, 0-7) in the most recent shift. Two-level random intercept hurdle regressions controlled for care aide, care unit, and nursing home characteristics. RESULTS Of 4016 care aides, 2757 (68.7%) were 40 years or older, 3574 (89.1%) were women, and 2663 (66.3%) spoke English as an additional language. For their most recent shift, 2306 care aides (57.4%) reported missing at least 1 essential care task and 2628 care aides (65.4%) reported rushing at least 1 essential care task. Care aides on units with more favorable work environments (eg, more effective leadership, better work culture, higher levels of buffering resources) were less likely to miss any care tasks (odds ratio, 1.59; 95% CI, 1.34-1.90; P < .001) and less likely to rush any care task (odds ratio, 1.66; 95% CI, 1.38-1.99; P < .001). CONCLUSIONS AND RELEVANCE This study found that rates of missed and rushed essential care in Canadian nursing homes were high and were higher in units with less favorable work environments. This finding suggests that work environment should be added to the list of modifiable factors associated with improving nursing home care, as it may be an important pathway for improving quality of care. Further research is needed to understand associations of missed and rushed care and of improving work environments with outcomes among residents of nursing homes.

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Organizational culture and climate and mental health provider attitudes toward evidence-based practice.

Cited by 397 publications

References 43 publications

Transformational and Transactional Leadership: Association With Attitudes Toward Evidence-Based Practice

Transformational and Transactional Leadership: Association With Attitudes Toward Evidence-Based Practice

Identifying Promising Approaches to U.S. Army Institutional Change: A Review of the Literature on Organizational Culture and Climate

Association of Work Environment With Missed and Rushed Care Tasks Among Care Aides in Nursing Homes

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