Informacja

Drogi użytkowniku, aplikacja do prawidłowego działania wymaga obsługi JavaScript. Proszę włącz obsługę JavaScript w Twojej przeglądarce.

Tytuł pozycji:

NCHL's "Best Organizations for Leadership Development" Program: A Case Study in Improving Evidence-based Practice through Benchmarking and Recognition.

Tytuł:
NCHL's "Best Organizations for Leadership Development" Program: A Case Study in Improving Evidence-based Practice through Benchmarking and Recognition.
Autorzy:
Garman AN
Standish MP
Carter C
Anderson MM
Lambert C
Źródło:
Advances in health care management [Adv Health Care Manag] 2021 Dec 06; Vol. 20.
Typ publikacji:
Journal Article
Język:
English
Imprint Name(s):
Publication: 2009- : Bingley, UK : Emerald
Original Publication: Amsterdam ; New York : JAI, 2000-
MeSH Terms:
Benchmarking*
Leadership*
Delivery of Health Care ; Evidence-Based Practice ; Humans ; Organizations
References:
Anderson, M. A. , & Garman, A. N. (2014). Leadership development in healthcare systems: Toward an evidence-based approach. National Center for Healthcare Leadership white paper. Retrieved from www.nchl.org.
Athey, L. , & Garman, A. N. (2016). Health reform and the evolving senior leadership team: A survey of hospital CEOs within health systems. White paper published by the American College of Healthcare Executives’ CEO Circle, Chicago, IL.
Banks, G. C. , Pollack, J. M. , Kirkman, B. L. , Whelpley, C. E. , & O'Boyle, E. H. (2016). Management's science-practice gap: A grand challenge for all stakeholders. Academy of Management Journal, 59(6), 2205–2231.
Bodenheimer, T. , & Sinsky, C. (2014). From triple to quadruple aim: Care of the patient requires care of the provider. The Annals of Family Medicine, 12, 573–576.
Campion, M. C. , Schepker, D. J. , Campion, M. A. , & Sanchez, J. I. (2020). Competency modelling: A theoretical and empirical examination of the strategy dissemination process. Human Resource Management, 59(3), 291–306.
Crowe, D. , Garman, A. N. , Li, C. C. , Helton, J. , Anderson, M. M. , & Butler, P. W. (2017). Leadership development practices and hospital financial outcomes. Health Services Management Research, 30(3), 140–147.
Drucker, P. F. (2002). They’re not employees, they’re people. Harvard Business Review, 80(2), 70–77.
Erickson, C. L. , & Jacoby, S. M. (2003). The effect of employer networks on workplace innovation and training. Industrial and Labor Relations Review, 56, 203–223.
Garland, N. , Garman, A. N. , O'Neil, P. S. , & Canar, W. J. (2021). The impact of hospital and health system leadership development practices on bond ratings. Journal of Healthcare Management, 66(1), 63–74.
Garman, A. N. (2021). Healing our future: Leadership for a changing health system. Oakland, CA: Berrett-Koehler.
Garman, A. N. , & Carter, C. (2014). Career implications of health reform for healthcare executives: A national study of freestanding hospitals. Research report published by the American College of Healthcare Executives, Chicago, IL.
Garman, A. N. , McAlearney, A. S. , Harrison, M. I. , Song, P. H. , & McHugh, M. (2011). High-performance management systems in healthcare, part 1: Development of an evidence-informed model. Health Care Management Review, 36(3), 201–213.
Garman, A. N. , Standish, M. E. , & Wainio, J. A. (2020). Bridging worldviews: Toward a common model of leadership across the health professions. Health Care Management Review, 45(4), E45–E55.
Gomez, L. E. , & Bernet, P. (2019). Diversity improves performance and outcomes. Journal of the National Medical Association, 111(4), 383–392.
Grover, S. , & Furnham, A. (2016). Coaching as a developmental intervention in organisations: A systematic review of its effectiveness and the mechanisms underlying it. PLoS One, 11(7), 1–41.
Groves, K. S. (2011). Talent management best practices: How exemplary health care organizations create value in a down economy. Health Care Management Review, 36(3), 227–240.
Kovner, A. R. , & D'Aunno, T. (Eds.). (2016). Evidence-based management in healthcare: Principles, cases, and perspectives (2nd ed.). Chicago, IL: Health Administration Press.
Lacerenza, C. N. , Reyes, D. L. , Marlow, S. L. , Joseph, D. L. , & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology, 102(12), 1686–1718.
Li, C. , Barth, P. , Garman, A. N. , Anderson, M. A. , & Butler, P. (2017). Leadership development practices and patient satisfaction: A study of U.S. Academic medical centers. Patient Experience Journal, 4(1), 97–102.
Martins, L. L. (2005). A model of the effects of reputational rankings on organizational change. Organization Science, 16(6), 701–720.
Propper, C. , & Wilson, D. (2008). The use and usefulness of performance measures in the public sector. Oxford Review of Economic Policy, 19(2), 250–267.
Schouten, L. M. T. , Hulscher, M. E. J. L. , van Everdingen, J. J. E. , Huijsman, R. , & Grol, R. (2008). Evidence for the impact of quality improvement collaboratives: Systematic review. British Medical Journal, 336, 1491–1494.
Shanafelt, T. , Goh, J. , & Sinsky, C. (2017). The business case for investing in physician well-being. JAMA Internal Medicine, 177(12), 1826–1832.
Theeboom, T. , Beersma, B. , & van Vianen, A. E. M. (2014). Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context. Journal of Positive Psychology, 9(1), 1–18.
UHC . (2010). UHC 2010 quality and accountability study: Scoring and ranking methodology. Chicago, IL: UHC. Retrieved from https://healthcare.utah.edu/publicaffairs/pdfs/uhc-2010.pdf.
White, K. R. , & Griffith, J. R. (2010). The well-managed healthcare organization (7th ed.). Chicago, IL: Health Administration Press.
Contributed Indexing:
Keywords: Leadership development; evidence-based management; financial performance; organization surveys; organizational benchmarking; patient experience
Entry Date(s):
Date Created: 20211115 Date Completed: 20211125 Latest Revision: 20220512
Update Code:
20240104
DOI:
10.1108/S1474-823120210000020008
PMID:
34779189
Czasopismo naukowe
Increasingly, addressing healthcare's grand challenges requires complex system-level adaptations involving continuously evolving teams and leaders. Although leadership development strategies have been shown to improve individual leader effectiveness, much less is known about how organization-level leadership development affects organization-level outcomes. To begin building an evidence base as well as encouraging evidence-based practices, the US-based National Center for Healthcare Leadership developed a program capitalizing on leaders' demonstrated interest in organizational competitiveness: the biennial Best Organizations for Leadership Development (BOLD) program. In this chapter, we describe the philosophy behind this unique survey program and summarize research to date on relationships between survey dimensions and organizational outcomes such as patient experience and financial performance. We conclude with a description of promising areas for future study.
(Copyright © 2022 Jennifer L. Hefner and Ingrid M. Nembhard. Published under exclusive licence by Emerald Publishing Limited.)

Ta witryna wykorzystuje pliki cookies do przechowywania informacji na Twoim komputerze. Pliki cookies stosujemy w celu świadczenia usług na najwyższym poziomie, w tym w sposób dostosowany do indywidualnych potrzeb. Korzystanie z witryny bez zmiany ustawień dotyczących cookies oznacza, że będą one zamieszczane w Twoim komputerze. W każdym momencie możesz dokonać zmiany ustawień dotyczących cookies