How do you think the CEOs leadership style may have impacted the outcome of the EHR implementation

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The purpose of the Leadership and Health System Redesign research study was to explore the leadership dynamics at play in Canadian health reform and to develop leadership capacity in the Canadian health system through applied research and knowledge mobilization. The study makes an important contribution to our understanding of how different forms of leadership are shaping health reform in Canada and the complex array of factors that make leadership of large scale reform very challenging. It illuminates the need for much greater clarity about what concepts such as distributed and complexity leadership look like in practice, and how important it is to do further research on how those models can be used to influence transformation in a decentralized health care system. Results highlight the need for a more coordinated Canadian strategy for leadership talent management and succession planning and a more robust, systematic and comprehensive approach to research and knowledge mobilization on best practices of leadership. The four-year project was overseen by a network of senior decision-makers and health researchers, and was funded through Canadian Institutes for Health Research (CIHR) and Michael Smith Foundation for Health Research (MSFHR) grants, with acknowledgement to the MSFHR Health Services & Policy Research Support Network. The case studies explored leadership dynamics at play across Canada in redesigning the health system. One national and five regional projects were carried out to explore and understand the leadership dynamics atplay across Canada in redesigning the health system: 1) National Node Project on Access, Quality and Appropriateness 2) British Columbia Project on Integrated Primary and Community Care 3) Prairies Project on Shared Services in Saskatchewan 4) Ontario Project on New Models of Primary Care Delivery 5) Quebec Project on New Models of Primary Care Delivery 6) Atlantic Project on Engagement (one study in Nova Scotia on physician engagement, and one study in the Eastern Region of Newfoundland on employee engagement

The lack of EHR diffusion across rural primary care practices has increased the frustration and uncertainty of rural primary care physicians and physician assistants because of the stiffer meaningful use penalties coming in 2016. The indications for positive social change include the potential implementation of EHRs particularly in physician practices in rural communities, which could provide cost-efficient health care services for those communities and a more sustainable future at primary care practices. Our study finds that conventional business practices will no longer work with EHRs systems, and there is a need to change many processes. The new paradigm shift requires health care facilities to be more focused on innovative health care delivery models that are cost effective instead of patient focused.

Numerous policy and research reports call for leadership to build quality work environments, implement new models of care, and bring health and wellbeing to an exhausted and stretched nursing workforce. Rarely do they indicate how leadership should be enacted, or examine whether some forms of leadership may lead to negative outcomes. We aimed to examine the relationships between various styles of leadership and outcomes for the nursing workforce and their work environments. The search strategy of this multidisciplinary systematic review included 10 electronic databases. Published, quantitative studies that examined leadership behaviours and outcomes for nurses and organizations were included. Quality assessments, data extractions and analysis were completed on all included studies. 34,664 titles and abstracts were screened resulting in 53 included studies. Using content analysis, 64 outcomes were grouped into five categories: staffsatisfaction with work, role and pay, staff relation...

This book provides an overview of leadership and leader work in general, detailing the most important roles, skills, challenges, abilities and goals that a nursing leader needs to employ to be successful. The first chapter details the context of healthcare. This is followed by an overview of the literature of health service leadership, describing the similarities and differences between health service leadership and its more generalised leader counterpart. Later, this book provides a review of studies and articles written about hospital leadership. Moreover, the book elucidates the role, skills, challenges and educational needs of health service leaders, while the last chapter summarises this book. The present book aims to understand the nature of the leadership styles of head nurses in public and private healthcare sectors and to evaluate their perceptions of their most important roles, skills and training courses. Also, this book aims to recognise the challenges, obstacles and problems facing head nurse managers and to examine the degree of their impact on health outcomes.

The phenomena of leadership and organizational culture (OC) has been defined as the driving forces in the success or failure of an organization. Today, nurse managers must demonstrate leadership behaviors or styles that are appropriate for the constantly changing, complex, and turbulent health care delivery system. In this study, researchers explored the relationship between nurse managers' leadership styles and OC of nursing units within an acute care hospital that had achieved excellent organizational performance as demonstrated by a consistent increase in patient satisfaction ratings. The data from this study support that transformational and transactional contingent reward leaderships as nurse manager leadership styles that are associated with nursing unit OC that have the ability to balance the dynamics of flexibility and stability within their nursing units and are essential for maintaining organizational effectiveness. It is essential for first-line nursing leaders to acq...

Abstract The study of leadership in wide range of organizational settings has demonstrated the advantage the Full Range Leadership (FRL) of transformational leadership approach over other leadership styles in predicting organizational performance and other outcomes. Research has found that leadership is one of the most significant contributors to organizational performance. However, very little research has been completed on the link between FRL and organizational performance at American Muslim Organizations (AMOs). This lack of empirical research, the increase use of FRL in assessing pastoral leadership (Rowold, 2008), and its positive and strong association with effective organizations as shown in literature were the primary motivators for this study. The Multifactor Leadership Questionnaire (MLQ-5X), a proven leadership assessment test, was administered to 320 congregants at 12 AMOs in the greater Dallas area, TX, USA to determine preferred leadership styles and whether there is a significant correlation relationship between senior leadership styles and organization performance. Created and updated by Bass and Avolio (2004), the questionnaire measure three objective indicators of organizational performance: congregants’ satisfaction with leadership, motivation toward extra effort, and perceived leadership effectiveness. Results of descriptive analysis showed that senior leaders at AMOs scored relatively high in the average of all responses and in six of the nine leadership factors, suggesting that Full Range Transformational Leadership Model (FRLM) was the style practiced by senior leaders at targeted organizations. The results of multiple regression analysis of aggregated leadership factors scores revealed that blended specific elements of the (FRLM) led to higher satisfaction, iv motivation toward extra effort and perceived leadership effectiveness among congregants. Multiple regression analysis for separate leadership factors scores revealed the following findings: (1) Contingent Reward leadership style (CR), which requires performance measurements to reward achievement beyond meeting standards, is inextricably linked with the Transformational leadership style. (2) FRLM consisted of nine hierarchal factors on a continuum basis and strongly proffered as the most effective leadership approach at the studied context. (3) Idealized influence, attribute and behavior, did not reach significance, suggesting that AMOs are shifting from religious leadership to secular one. (4) Intellectual stimulation did not reach significance either, suggesting that leadership at AMOs does not empower followers nor facilitate creativity and independent thinking among them. Factor analysis findings (PCA) suggested that the nine factors of FRLM can be represented by three main factors to explain 75.4 of the variability in the original data. The findings of this study provided strong support for FRLM to work well with the senior leadership at AMOs. Discussion of the implications and recommendations was provided.

“Most Americans are deeply worried about the escalating cost, fragmentation, and mediocre quality of health care…. The Institute of Medicine report, Crossing the Quality Chasm, urged a national commitment to transforming care delivery to bridge the gulf between care as it is and care as it can and should be. With no national reform effort on the horizon to create an organized system of care and promote innovation, local communities and regions appear to be the only environment where this can begin to happen.” 1

Why is leadership important in EHR implementation?

Which leadership style is usually the best for an EHR selection and implementation?

How does leadership impact healthcare?

What is the relationship between leadership style in healthcare settings and quality of care?