Tags

Type your tag names separated by a space and hit enter

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.
BMJ Open 2017; 7(11):e017569BO

Abstract

INTRODUCTION

There 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?

METHODS AND ANALYSIS

The first phase will include a social network analysis, using an online survey and semistructured interviews at three time points over 12 months, to document the frequency of contact and collaboration between senior hospital management staff in a recently configured hospital group. This study will explore how the network of 11 hospitals is operating and will assess whether collective leadership emerges organically. Second, collective leadership interventions will be co-designed during a series of workshops with healthcare staff, researchers and patient representatives, and then implemented and evaluated with four healthcare teams within the hospital network. A mixed-methods evaluation will explore the impact of the intervention on team effectiveness and team performance indicators to assess whether the intervention is suitable for wider roll-out and evaluation across the hospital group.

ETHICS AND DISSEMINATION

Favourable ethical opinion has been received from the University College Dublin Research Ethics Committee (HREC-LS-16-116397/LS-16-20). Results will be disseminated via publication in peer-reviewed journals, national and international conferences, and to relevant stakeholders and interest groups.

Authors+Show Affiliations

School of Nursing, Midwifery and Health Systems, Health Sciences Centre, University College Dublin, Dublin, Ireland.School of Nursing, Midwifery and Health Systems, Health Sciences Centre, University College Dublin, Dublin, Ireland.School of Nursing, Midwifery and Health Systems, Health Sciences Centre, University College Dublin, Dublin, Ireland.School of Nursing, Midwifery and Health Systems, Health Sciences Centre, University College Dublin, Dublin, Ireland.School of Nursing, Midwifery and Health Systems, Health Sciences Centre, University College Dublin, Dublin, Ireland. Transformation Office, Mater Misericordiae University Hospital, Dublin, Ireland.School of Nursing, Midwifery and Health Systems, Health Sciences Centre, University College Dublin, Dublin, Ireland.School of Nursing, Midwifery and Health Systems, Health Sciences Centre, University College Dublin, Dublin, Ireland.Division of Quality and Patient Safety, Health Service Executive, Naas, Kildare, Ireland. Our Lady of Lourdes Hospital, Drogheda, Ireland.School of Psychology and Centre for Innovative Human Systems, Trinity College, Dublin, Ireland.School of Psychology and Centre for Innovative Human Systems, Trinity College, Dublin, Ireland.

Pub Type(s)

Journal Article
Multicenter Study

Language

eng

PubMed ID

29101137

Citation

McAuliffe, Eilish, et al. "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." BMJ Open, vol. 7, no. 11, 2017, pp. e017569.
McAuliffe E, De Brún A, Ward M, et al. 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. BMJ Open. 2017;7(11):e017569.
McAuliffe, E., De Brún, A., Ward, M., O'Shea, M., Cunningham, U., O'Donovan, R., ... McDonald, N. (2017). 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. BMJ Open, 7(11), pp. e017569. doi:10.1136/bmjopen-2017-017569.
McAuliffe E, et al. 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. BMJ Open. 2017 Nov 3;7(11):e017569. PubMed PMID: 29101137.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - 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. AU - McAuliffe,Eilish, AU - De Brún,Aoife, AU - Ward,Marie, AU - O'Shea,Marie, AU - Cunningham,Una, AU - O'Donovan,Róisín, AU - McGinley,Sinead, AU - Fitzsimons,John, AU - Corrigan,Siobhán, AU - McDonald,Nick, Y1 - 2017/11/03/ PY - 2017/11/5/entrez PY - 2017/11/5/pubmed PY - 2018/7/13/medline KW - co-design KW - collective leadership KW - health systems research. KW - intervention design KW - safety cultures SP - e017569 EP - e017569 JF - BMJ open JO - BMJ Open VL - 7 IS - 11 N2 - INTRODUCTION: There 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? METHODS AND ANALYSIS: The first phase will include a social network analysis, using an online survey and semistructured interviews at three time points over 12 months, to document the frequency of contact and collaboration between senior hospital management staff in a recently configured hospital group. This study will explore how the network of 11 hospitals is operating and will assess whether collective leadership emerges organically. Second, collective leadership interventions will be co-designed during a series of workshops with healthcare staff, researchers and patient representatives, and then implemented and evaluated with four healthcare teams within the hospital network. A mixed-methods evaluation will explore the impact of the intervention on team effectiveness and team performance indicators to assess whether the intervention is suitable for wider roll-out and evaluation across the hospital group. ETHICS AND DISSEMINATION: Favourable ethical opinion has been received from the University College Dublin Research Ethics Committee (HREC-LS-16-116397/LS-16-20). Results will be disseminated via publication in peer-reviewed journals, national and international conferences, and to relevant stakeholders and interest groups. SN - 2044-6055 UR - https://www.unboundmedicine.com/medline/citation/29101137/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_ L2 - http://bmjopen.bmj.com/cgi/pmidlookup?view=long&pmid=29101137 DB - PRIME DP - Unbound Medicine ER -