Importance of maintaining relationships
Angood, P., & Birk, S. (2014). The value of physician leadership. Physician Exec, 40(3), 6-20.
Baathe, F., & Norback, L. E. (2013). Engaging physicians in organisational improvement work. J Health Organ Manag, 27(4), 479-497. doi:10.1108/jhom-02-2012-0043
PURPOSE: To improve health-care delivery from within, managers need to engage physicians in organisational development work. Physicians and managers have different mindsets/professional identities which hinder effective communication. The aim of this paper is to explore how managers can transform this situation.
Bai, G., & Krishnan, R. (2015). Do hospitals without physicians on the board deliver lower quality of care? Am J Med Qual, 30(1), 58-65. doi:10.1177/1062860613516668
This study examines whether hospitals without physician participation on their boards of directors deliver lower quality of care.
Baker, G. R. (2012). The challenges of making care safer: leadership and system transformation. Healthc Q, 15 Spec No, 8-11.
Byrnes, J. (2015). GREAT PHYSICIAN ENGAGEMENT IS KEY TO GREAT QUALITY. Physician Leadersh J, 2(2), 40-42.
Calayag, J. (2014). Physician engagement: strengthening the culture of quality and safety. Healthc Exec, 29(2), 28-30, 32, 34 passim.
Dobrow, M., Neeson, J., & Sullivan, T. (2011). Canadian chief executive officers' prescription for higher quality: more clinical engagement, shared accountability and capacity development. Healthc Q, 14(4), 18-21.
Marsden, J., van Dijk, M., Doris, P., Krause, C., & Cochrane, D. (2012). Improving care for British Columbians: the critical role of physician engagement. Healthc Q, 15 Spec No, 51-55.
Canadian provinces are addressing quality of care and patient safety in a systemic way, but obtaining physician involvement in system improvement continues to be a challenge.
Merrill, K. C. (2015). Leadership style and patient safety: implications for nurse managers. J Nurs Adm, 45(6), 319-324. doi:10.1097/nna.0000000000000207
OBJECTIVE: The purpose of this study was to explore the relationship between nurse manager (NM) leadership style and safety climate.
Milliken, A. D. (2014). Physician engagement: a necessary but reciprocal process. CMAJ, 186(4), 244-245. doi:10.1503/cmaj.131178.
Mills, L., Wong, S. T., Bhagat, R., Quail, D., Triolet, K., & Weber, T. (2012). Developing and sustaining leadership in public health nursing: findings from one British Columbia health authority. Nurs Leadersh (Tor Ont), 25(4), 63-75.
OBJECTIVE: To develop clinical leadership among front-line public health nurses (PHNs).
Paez, K., Schur, C., Zhao, L., & Lucado, J. (2013). A national study of nurse leadership and supports for quality improvement in rural hospitals. Am J Med Qual, 28(2), 127-134. doi:10.1177/1062860612451851
This study assessed the perceptions and actions of rural hospital nurse executives with regard to patient safety and quality improvement (QI).
Scott, C. G., Theriault, A., McGuire, S., Samson, A., Clement, C., & Worthington, J. R. (2012). Developing a physician engagement agreement at The Ottawa Hospital: a collaborative approach. Healthc Q, 15(3), 50-53.
The Ottawa Hospital (TOH) is focused on providing safe, high-quality care to its patients. TOH has identified physician engagement as a critical factor for improving the quality of care they provide.
Taitz, J. M., Lee, T. H., & Sequist, T. D. (2012). A framework for engaging physicians in quality and safety. BMJ Qual Saf, 21(9), 722-728. doi:10.1136/bmjqs-2011-000167
BACKGROUND: Physicians should be engaged in quality-improvement activities to make the systems in which they work safer and more reliable. However, many physicians are still unable to contribute to patient safety initiatives that lead to safer, high-quality care for their patients.
Veronesi, G., Kirkpatrick, I., & Vallascas, F. (2013). Clinicians on the board: what difference does it make? Soc Sci Med, 77, 147-155. doi:10.1016/j.socscimed.2012.11.019
Around the world clinical professionals have increased their involvement in the management of health services. However the evidence to suggest that these changes will lead to improved performance remains fragmented. In this paper we address this matter focussing on the impact of clinicians appointed to the boards of directors of English NHS hospital trusts.
