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Leadership for Evidence-Based Practice: Strategic and Functional Behaviors for Institutionalizing EBP

机译:循证实践的领导力:将EBP制度化的战略和职能行为

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Background: Making evidence-based practice (EBP) a reality throughout an organization is a challenging goal in healthcare services. Leadership has been recognized as a critical element in that process. However, little is known about the exact role and function of various levels of leadership in the successful institutionalization of EBP within an organization. Aims: To uncover what leaders at different levels and in different roles actually do, and what actions they take to develop, enhance, and sustain EBP as the norm. Methods: Qualitative data from a case study regarding institutionalization of EBP in two contrasting cases (Role Model and Beginner hospitals) were systematically analyzed. Data were obtained from multiple interviews of leaders, both formal and informal, and from staff nurse focus groups. A deductive coding schema, based on concepts of functional leadership, was developed for this in-depth analysis. Results: Participants' descriptions reflected a hierarchical array of strategic, functional, and cross-cutting behaviors. Within these macrolevel "themes," 10 behavioral midlevel themes were identified; for example, Intervening and Role modeling. Each theme is distinctive, yet various themes and their subthemes were interrelated and synergistic. These behaviors and their interrelationships were conceptualized in the framework "Leadership Behaviors Supportive of EBP Institutionalization" (L-EBP). Leaders at multiple levels in the Role Model case, both formal and informal, engaged in most of these behaviors. Linking Evidence to Action: Supportive leadership behaviors required for organizational institutionalization of EBP reflect a complex set of interactive, multifaceted EBP-focused actions carried out by leaders from the chief nursing officer to staff nurses. A related framework such as L-EBP may provide concrete guidance needed to underpin the often-noted but abstract finding that leaders should "support" EBP.
机译:背景:在整个组织中实现基于证据的实践(EBP)是医疗服务中具有挑战性的目标。领导力已被认为是该过程中的关键要素。但是,对于组织内部的EBP成功制度化,各级领导的确切作用和功能知之甚少。目的:揭露不同级别,不同角色的领导者的实际职责,以及他们为发展,增强和维持EBP而采取的行动。方法:系统地分析了来自两个相反案例(角色模型医院和初学者医院)中关于EBP制度化的案例研究的定性数据。数据来自对正式和非正式领导人的多次访谈以及从工作人员护士焦点小组获得的数据。针对此深入分析,开发了基于功能领导概念的演绎编码方案。结果:参与者的描述反映了策略,功能和跨部门行为的层次结构。在这些宏观“主题”中,确定了10个行为中级主题。例如,干预和角色建模。每个主题都是独特的,但是各个主题及其子主题是相互关联和协同的。这些行为及其相互关系在“支持EBP制度化的领导行为”框架(L-EBP)中进行了概念化。在榜样案例中,无论是正式的还是非正式的,各个级别的领导者都参与了其中的大多数行为。将证据与行动联系起来:EBP的组织机构化所需的支持性领导行为反映了领导者从首席护理官到参谋护士所执行的一系列复杂的,交互的,面向多个EBP的行动。诸如L-EBP之类的相关框架可能会提供必要的具体指导,以支持经常被注意到但抽象的发现,即领导者应“支持” EBP。

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