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The impact of leadership and quality climate on hospital performance

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The impact of leadership and quality climate on hospital performance. / Shipton, Helen; Armstrong, Claire; West, Michael; Dawson, Jeremy.

In: International Journal for Quality in Health Care, Vol. 20, No. 6, 12.2008, p. 439-445.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Shipton, H, Armstrong, C, West, M & Dawson, J 2008, 'The impact of leadership and quality climate on hospital performance', International Journal for Quality in Health Care, vol. 20, no. 6, pp. 439-445. https://doi.org/10.1093/intqhc/mzn037

APA

Shipton, H., Armstrong, C., West, M., & Dawson, J. (2008). The impact of leadership and quality climate on hospital performance. International Journal for Quality in Health Care, 20(6), 439-445. https://doi.org/10.1093/intqhc/mzn037

Vancouver

Shipton H, Armstrong C, West M, Dawson J. The impact of leadership and quality climate on hospital performance. International Journal for Quality in Health Care. 2008 Dec;20(6):439-445. https://doi.org/10.1093/intqhc/mzn037

Author

Shipton, Helen ; Armstrong, Claire ; West, Michael ; Dawson, Jeremy. / The impact of leadership and quality climate on hospital performance. In: International Journal for Quality in Health Care. 2008 ; Vol. 20, No. 6. pp. 439-445.

Bibtex

@article{078dd1e592834092b326f90d26aff014,
title = "The impact of leadership and quality climate on hospital performance",
abstract = "Objective To explore the relationship between leadership effectiveness and health-care trust performance, taking into account external quality measures and the number of patient complaints; also, to examine the role of care quality climate as a mediator. Design We developed scales for rating leadership effectiveness and care quality climate. We then drew upon UK national indices of health-care trust performance—Commission for Health Improvement star ratings, Clinical Governance Review ratings and the number of patient complaints per thousand. We conducted statistical analysis to examine any significant relationships between predictor and outcome variables. Setting The study is based on 86 hospital trusts run by the National Health Service (NHS) in the UK. The data collection is part of an annual staff survey commissioned by the NHS to explore the quality of working life. Participants A total of 17 949 employees were randomly surveyed (41% of the total sample). Results Leadership effectiveness is associated with higher Clinical Governance Review ratings and Commission for Health Improvement star ratings for our sample (β = 0.42, P < 0.05; β = 0.37, P < 0.05, respectively), and lower patient complaints (β = −0.57, P < 0.05). In addition, 98% of the relationship between leadership and patient complaints is explained by care quality climate. Conclusions Results offer insight into how non-clinical leadership may foster performance outcomes for health-care organizations. A frequently neglected area—patient complaints—may be a valid measure to consider when assessing leadership and quality in a health-care context. ",
keywords = "leadership , quality climate, hospital trust , patient complaints, performance",
author = "Helen Shipton and Claire Armstrong and Michael West and Jeremy Dawson",
year = "2008",
month = dec,
doi = "10.1093/intqhc/mzn037",
language = "English",
volume = "20",
pages = "439--445",
journal = "International Journal for Quality in Health Care",
issn = "1353-4505",
publisher = "Oxford University Press",
number = "6",

}

RIS

TY - JOUR

T1 - The impact of leadership and quality climate on hospital performance

AU - Shipton, Helen

AU - Armstrong, Claire

AU - West, Michael

AU - Dawson, Jeremy

PY - 2008/12

Y1 - 2008/12

N2 - Objective To explore the relationship between leadership effectiveness and health-care trust performance, taking into account external quality measures and the number of patient complaints; also, to examine the role of care quality climate as a mediator. Design We developed scales for rating leadership effectiveness and care quality climate. We then drew upon UK national indices of health-care trust performance—Commission for Health Improvement star ratings, Clinical Governance Review ratings and the number of patient complaints per thousand. We conducted statistical analysis to examine any significant relationships between predictor and outcome variables. Setting The study is based on 86 hospital trusts run by the National Health Service (NHS) in the UK. The data collection is part of an annual staff survey commissioned by the NHS to explore the quality of working life. Participants A total of 17 949 employees were randomly surveyed (41% of the total sample). Results Leadership effectiveness is associated with higher Clinical Governance Review ratings and Commission for Health Improvement star ratings for our sample (β = 0.42, P < 0.05; β = 0.37, P < 0.05, respectively), and lower patient complaints (β = −0.57, P < 0.05). In addition, 98% of the relationship between leadership and patient complaints is explained by care quality climate. Conclusions Results offer insight into how non-clinical leadership may foster performance outcomes for health-care organizations. A frequently neglected area—patient complaints—may be a valid measure to consider when assessing leadership and quality in a health-care context.

AB - Objective To explore the relationship between leadership effectiveness and health-care trust performance, taking into account external quality measures and the number of patient complaints; also, to examine the role of care quality climate as a mediator. Design We developed scales for rating leadership effectiveness and care quality climate. We then drew upon UK national indices of health-care trust performance—Commission for Health Improvement star ratings, Clinical Governance Review ratings and the number of patient complaints per thousand. We conducted statistical analysis to examine any significant relationships between predictor and outcome variables. Setting The study is based on 86 hospital trusts run by the National Health Service (NHS) in the UK. The data collection is part of an annual staff survey commissioned by the NHS to explore the quality of working life. Participants A total of 17 949 employees were randomly surveyed (41% of the total sample). Results Leadership effectiveness is associated with higher Clinical Governance Review ratings and Commission for Health Improvement star ratings for our sample (β = 0.42, P < 0.05; β = 0.37, P < 0.05, respectively), and lower patient complaints (β = −0.57, P < 0.05). In addition, 98% of the relationship between leadership and patient complaints is explained by care quality climate. Conclusions Results offer insight into how non-clinical leadership may foster performance outcomes for health-care organizations. A frequently neglected area—patient complaints—may be a valid measure to consider when assessing leadership and quality in a health-care context.

KW - leadership

KW - quality climate

KW - hospital trust

KW - patient complaints

KW - performance

U2 - 10.1093/intqhc/mzn037

DO - 10.1093/intqhc/mzn037

M3 - Journal article

VL - 20

SP - 439

EP - 445

JO - International Journal for Quality in Health Care

JF - International Journal for Quality in Health Care

SN - 1353-4505

IS - 6

ER -