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Leadership and management

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70 papers 0 to 25 followers
https://www.readbyqxmd.com/read/28471853/blueprint-for-sustainable-change-in-diversity-management-and-cultural-competence-lessons-from-the-national-center-for-healthcare-leadership-diversity-demonstration-project
#1
Janice L Dreachslin, Robert Weech-Maldonado, Judith Gail, Josué Patien Epané, Joyce Anne Wainio
How can healthcare leaders build a sustainable infrastructure to leverage workforce diversity and deliver culturally and linguistically appropriate care to patients? To answer that question, two health systems participated in the National Center for Healthcare Leadership's diversity leadership demonstration project, November 2008 to December 2013. Each system provided one intervention hospital and one control hospital.The control hospital in each system participated in pre- and postassessments but received no preassessment feedback and no intervention support...
May 2017: Journal of Healthcare Management / American College of Healthcare Executives
https://www.readbyqxmd.com/read/28441672/how-to-lead-the-way-through-complexity-constraint-and-uncertainty-in-academic-health-science-centers
#2
Susan J Lieff, Francis J Yammarino
Academic medicine is in an era of unprecedented and constant change due to fluctuating economies, globalization, emerging technologies, research, and professional and educational mandates. Consequently, academic health science centers (AHSCs) are facing new levels of complexity, constraint, and uncertainty. Currently, AHSC leaders work with competing academic and health service demands and are required to work with and are accountable to a diversity of stakeholders. Given the new challenges and emerging needs, the authors believe the leadership methods and approaches AHSCs have used in the past that led to successes will be insufficient...
May 2017: Academic Medicine: Journal of the Association of American Medical Colleges
https://www.readbyqxmd.com/read/28429984/partnering-to-improve-care-the-case-of-the-veterans-health-administration-s-quality-enhancement-research-initiative
#3
Alicia A Bergman, Deborah M Delevan, Isomi M Miake-Lye, Lisa V Rubenstein, David A Ganz
Background Within many large health care organizations, researchers and operations partners (i.e., policymakers, managers, clinical leaders) join to conduct studies to improve the quality of patient care. Yet optimal approaches to conducting partnership research and evaluation are only beginning to be clearly defined. The Veterans' Health Administration (VA) Quality Enhancement Research Initiative (QUERI), funded by operations leaders and administered by the VA's research service, now has nearly two decades of experience in fostering research-operations partnerships for improving quality of VA care...
January 1, 2017: Journal of Health Services Research & Policy
https://www.readbyqxmd.com/read/28413366/organizational-context-and-capabilities-for-integrating-care-a-framework-for-improvement
#4
Jenna M Evans, Agnes Grudniewicz, G Ross Baker, Walter P Wodchis
BACKGROUND: Interventions aimed at integrating care have become widespread in healthcare; however, there is significant variability in their success. Differences in organizational contexts and associated capabilities may be responsible for some of this variability. PURPOSE: This study develops and validates a conceptual framework of organizational capabilities for integrating care, identifies which of these capabilities may be most important, and explores the mechanisms by which they influence integrated care efforts...
August 31, 2016: International Journal of Integrated Care
https://www.readbyqxmd.com/read/28319978/patient-experience-the-new-heart-of-healthcare-leadership
#5
Jason A Wolf
In a healthcare world in which consumerism is no longer a question and value has claimed its place at center stage, leaders are called to think differently about how they operate and manage their organizations. Priorities are curving in new directions with shifts in policy, direction of dollars, and evolution of practice. At the center of this transition is an opportunity for healthcare leaders to recognize that patient experience is the new heart of healthcare leadership.To address quality, safety, service, cost, and population health outcomes, leaders must rethink how they understand and engage in experience efforts overall...
April 2017: Frontiers of Health Services Management
https://www.readbyqxmd.com/read/28325204/from-board-to-bedside-how-the-application-of-financial-structures-to-safety-and-quality-can-drive-accountability-in-a-large-health-care-system
#6
J Matthew Austin, Renee Demski, Tiffany Callender, K H Ken Lee, Ann Hoffman, Lisa Allen, Deborah A Radke, Yungjin Kim, Ronald J Werthman, Ronald R Peterson, Peter J Pronovost
BACKGROUND: As the health care system in the United States places greater emphasis on the public reporting of quality and safety data and its use to determine payment, provider organizations must implement structures that ensure discipline and rigor regarding these data. An academic health system, as part of a performance management system, applied four key components of a financial reporting structure to support the goal of top-to-bottom accountability for improving quality and safety...
April 2017: Joint Commission Journal on Quality and Patient Safety
https://www.readbyqxmd.com/read/28276847/individual-interpersonal-and-organisational-factors-of-healthcare-conflict-a-scoping-review
#7
Sara Kim, Naike Bochatay, Annemarie Relyea-Chew, Elizabeth Buttrick, Chris Amdahl, Laura Kim, Elise Frans, Matthew Mossanen, Azhar Khandekar, Ryan Fehr, Young-Mee Lee
Unresolved conflicts among healthcare professionals can lead to difficult patient care consequences. This scoping review examines the current healthcare literature that reported sources and consequences of conflict associated with individual, interpersonal, and organisational factors. We identified 99 articles published between 2001 and 2015 from PubMed, Cumulative Index to Nursing and Allied Health Literature, and Excerpta Medical Database. Most reviewed studies relied on healthcare professionals' perceptions and beliefs associated with conflict sources and consequences, with few studies reporting behavioural or organisational change outcomes...
May 2017: Journal of Interprofessional Care
https://www.readbyqxmd.com/read/28241219/differences-in-mentor-mentee-sponsorship-in-male-vs-female-recipients-of-national-institutes-of-health-grants
#8
Elizabeth W Patton, Kent A Griffith, Rochelle D Jones, Abigail Stewart, Peter A Ubel, Reshma Jagsi
No abstract text is available yet for this article.
April 1, 2017: JAMA Internal Medicine
https://www.readbyqxmd.com/read/28241226/gender-disparities-in-sponsorship-how-they-perpetuate-the-glass-ceiling
#9
Saate Shakil, Rita F Redberg
No abstract text is available yet for this article.
April 1, 2017: JAMA Internal Medicine
https://www.readbyqxmd.com/read/28255855/meeting-disorders
#10
Joel Yager, Jeffrey W Katzman
OBJECTIVE: Although meetings are central to organizational work, considerable time devoted to meetings in Academic Health Centers appears to be unproductively spent. The primary purposes of this article are to delineate and describe Meeting Disorders, pathological processes resulting in these inefficient and ineffective scenarios, and Meeting Fatigue Disorder (MFD), a clinical syndrome. The paper also offers preliminary approaches to remedies. METHODS: The authors integrate observations made during tens of thousands of hours in administrative meetings in academic medical settings with information in the literature regarding the nature, causes and potential interventions for dysfunctional groups and meetings...
March 2, 2017: Academic Psychiatry
https://www.readbyqxmd.com/read/28248696/the-leadership-case-for-investing-in-continuing-professional-development
#11
Graham T McMahon
Continuing medical education (CME) has the power and capacity to address many challenges in the health care environment, from clinician well-being to national imperatives for better health, better care, and lower cost. Health care leaders who recognize the strategic value of education and engage their people in education can expect a meaningful return on their investment-not only in terms of the quality and safety of their clinicians' work but also in the spirit and cohesiveness of the clinicians who work at their institution...
February 28, 2017: Academic Medicine: Journal of the Association of American Medical Colleges
https://www.readbyqxmd.com/read/28238604/transitional-leadership-leadership-during-times-of-transition-key-principles-and-considerations-for-success
#12
Alexander Norbash
RATIONALE AND OBJECTIVES: To suggest a methodical approach for refining transitional management abilities, including empowerment of a growing leader, leading in an unfamiliar organization or leading in an organization that is changing. MATERIALS AND METHODS: Management approaches based on the body of work dealing with leadership studies and transitions and dealing with leadership during times of transition and change management were consolidated and categorized...
February 24, 2017: Academic Radiology
https://www.readbyqxmd.com/read/28128046/escaping-the-healthcare-leadership-cul-de-sac
#13
John Duncan Edmonstone
Purpose This paper aims to propose that healthcare is dominated by a managerialist ideology, powerfully shaped by business schools and embodied in the Masters in Business Administration. It suggests that there may be unconscious collusion between universities, healthcare employers and student leaders and managers. Design/methodology/approach Based on a review of relevant literature, the paper examines critiques of managerialism generally and explores the assumptions behind leadership development. It draws upon work which suggests that leading in healthcare organisations is fundamentally different and proposes that leadership development should be more practice-based...
February 6, 2017: Leadership in Health Services
https://www.readbyqxmd.com/read/27009705/leading-integrated-health-and-social-care-systems-perspectives-from-research-and-practice
#14
Jenna M Evans, Stacey Daub, Jodeme Goldhar, Anne Wojtak, Dipti Purbhoo
As the research evidence on integrated care has evolved over the past two decades, so too has the critical role leaders have for the implementation, effectiveness and sustainability of integrated care. This paper explores what it means to be an effective leader of integrated care initiatives by drawing from the experiences of a leadership team in implementing an award-winning integrated care program in Toronto, Canada. Lessons learned are described and assessed against existing theory and research to identify which skills and behaviours facilitate effective leadership of integrated care initiatives...
2016: Healthcare Quarterly
https://www.readbyqxmd.com/read/27940885/book-review-inspired-physician-leadership
#15
Mitul Kanzaria
No abstract text is available yet for this article.
December 8, 2016: American Journal of Medical Quality: the Official Journal of the American College of Medical Quality
https://www.readbyqxmd.com/read/27491198/how-to-preempt-team-conflict
#16
Ginka Toegel, Jean-Louis Barsoux
Team conflict can add value or destroy it. Good conflict fosters respectful debate and yields mutually agreed-upon solutions that are often far superior to those first offered. Bad conflict occurs when team members simply can't get past their differences, killing productivity and stifling innovation. Destructive conflict typically stems not from differences of opinion but from a perceived incompatibility between the way certain team members think and act. The conventional approach to working through such conflict is to respond to clashes as they arise...
June 2016: Harvard Business Review
https://www.readbyqxmd.com/read/27491197/the-secrets-of-great-teamwork
#17
Martine Haas, Mark Mortensen
Over the years, as teams have grown more diverse, dispersed, digital, and dynamic, collaboration has become more complex. But though teams face new challenges, their success still depends on a core set of fundamentals. As J. Richard Hackman, who began researching teams in the 1970s, discovered, what matters most isn't the personalities or behavior of the team members; it's whether a team has a compelling direction, a strong structure, and a supportive context. In their own research, Haas and Mortensen have found that teams need those three "enabling conditions" now more than ever...
June 2016: Harvard Business Review
https://www.readbyqxmd.com/read/27491196/leading-the-team-you-inherit
#18
Michael D Watkins
Most leaders don't have the luxury of building their teams from scratch. Instead they're put in charge of an existing group, and they need guidance on the best way to take over and improve performance. Watkins, an expert on transitions, suggests a three-step approach: Assess. Act quickly to size up the personnel you've inherited, systematically gathering data from one-on-one chats, team meetings, and other sources. Reflect, too, on the business challenges you face, the kinds of people you want in various roles, and the degree to which they need to collaborate...
June 2016: Harvard Business Review
https://www.readbyqxmd.com/read/27491195/wicked-problem-solvers
#19
Amy C Edmondson
Companies today increasingly rely on teams that span many industries for radical innovation, especially to solve "wicked problems." So leaders have to understand how to promote collaboration when roles are uncertain, goals are shifting, expertise and organizational cultures are varied, and participants have clashing or even antagonistic perspectives. HBS professor Amy Edmondson has studied more than a dozen cross-industry innovation projects, among them the creation of a new city, a mango supply-chain transformation, and the design and construction of leading-edge buildings...
June 2016: Harvard Business Review
https://www.readbyqxmd.com/read/27439504/the-roles-of-system-and-organizational-leadership-in-system-wide-evidence-based-intervention-sustainment-a-mixed-method-study
#20
Gregory A Aarons, Amy E Green, Elise Trott, Cathleen E Willging, Elisa M Torres, Mark G Ehrhart, Scott C Roesch
If evidence-based interventions (EBIs) are not sustained, investments are wasted and public health impact is limited. Leadership has been suggested as a key determinant of implementation and sustainment; however, little empirical work has examined this factor. This mixed-methods study framed using the Exploration, Preparation, Implementation, Sustainment (EPIS) conceptual framework examines leadership in both the outer service system context and inner organizational context in eleven system-wide implementations of the same EBI across two U...
November 2016: Administration and Policy in Mental Health
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