首页> 美国卫生研究院文献>BMJ Open >Collective leadership and safety cultures (Co-Lead): protocol for a mixed-methods pilot evaluation of the impact of a co-designed collective leadership intervention on team performance and safety culture in a hospital group in Ireland
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Collective leadership and safety cultures (Co-Lead): protocol for a mixed-methods pilot evaluation of the impact of a co-designed collective leadership intervention on team performance and safety culture in a hospital group in Ireland

机译:集体领导和安全文化(共同领导):针对爱尔兰医院集团中共同设计的集体领导干预对团队绩效和安全文化的影响进行混合方法试点评估的协议

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摘要

IntroductionThere is accumulating evidence implicating the role of leadership in system failures that have resulted in a range of errors in healthcare, from misdiagnoses to failures to recognise and respond to patient deterioration. This has led to concerns about traditional hierarchical leadership structures and created an interest in the development of collective ways of working that distribute leadership roles and responsibilities across team members. Such collective leadership approaches have been associated with improved team performance and staff engagement. This research seeks to improve our understanding of collective leadership by addressing two specific issues: (1) Does collective leadership emerge organically (and in what forms) in a newly networked structure? and (2) Is it possible to design and implement collective leadership interventions that enable teams to collectively improve team performance and patient safety?
机译:简介有越来越多的证据表明领导层在系统故障中的作用,导致错误的医疗保健,从错误诊断到无法识别和应对患者恶化的医疗保健等一系列错误。这导致人们对传统的分层领导结构产生了担忧,并引起了对在团队成员之间分配领导角色和职责的集体工作方式发展的兴趣。这种集体领导方法与改善团队绩效和员工敬业度有关。本研究旨在通过解决两个特定问题来增进我们对集体领导的理解:(1)集体领导是否以新的网络结构有机地(以什么形式)出现? (2)是否有可能设计和实施集体领导干预措施,以使团队能够共同提高团队绩效和患者安全?

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