Gordon, Pamela S and Everhart, Jeannine and Willeman-Bucklew, Diana and Pino, Steven Does Leader Engagement Matter? 2023. Radford University, Doctoral Capstone Project. Radford University Scholars' Repository.
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Abstract
Abstract Introduction: Healthcare organizations continue to be challenged by avoidable harm events, poor patient safety outcomes and financial losses. Little is known about relationships (if any) between leadership engagement and patient care, patient safety outcomes or culture of safety. The purpose of the study was to determine if such relationships exist in order to reduce avoidable harm, improve patient safety outcomes and stabilize financial performance. Methods: This study was a retrospective, ecological study using 2021 NSHN and AHRQ Survey data for an acute healthcare system. Cronbach’s alpha testing ensured variable reliability. Pearson correlation tests evaluated relationships between perceptions of leader engagement, leader presence, culture of safety, perceptions of safety culture, CAUTI, CLABSI, and transformation leadership theory characteristics. Results: Pearson’s correlation testing revealed there is a statistically significant, strong correlation between leader presence and perceptions of safety culture, r(22) =.713, p<.001. Pearson’s testing also showed a statistically significant, negative correlation between leader presence and culture of safety (unit behaviors and morale), r(22) = -.586, p=.003. Perceptions of leadership engagement and leader presence both had positive correlations with CLABSI infection rates, r(22) =.366, p=.079 and r(22) = .444, p=.03, respectively. Conversely, perceptions of leadership engagement and leader presence had slightly negative correlations with CAUTI infection rates, r(22) = -.145, p<.5, r(22) = -.102, p<.635. Conclusions: Results indicated perceptions of leadership engagement and leader presence had a slight positive relationship with CAUTI rate reduction, while CLABSI rates became slightly worse as perceptions of leadership engagement and leader presence increased. Increased perceptions of leadership presence negatively correlated with culture of safety. One possible explanation may be that leaders only engaged during times when there are issues or negative conversations, thus unit morale was negatively impacted by lack of trust. Keywords: perceptions of leadership engagement, leader presence, culture of safety, patient outcomes, perceptions of care influence, perceptions of safety culture, transformational leadership theory characteristics
| Item Type: | Doctoral Capstone Project |
|---|---|
| Subjects: | A General Works > AS Academies and learned societies (General) |
| Divisions: | Radford University > Waldron College of Health and Human Services > Health Sciences Program |
| Date Deposited: | 20 Jul 2023 15:21 |
| Last Modified: | 20 Jul 2023 15:21 |
| URI: | http://wagner.radford.edu/id/eprint/998 |
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