Peter Bohan. Can Leadership Behaviour Affect Quality & Safety (Q & S) in Complex Healthcare Environments?.
. 2014; 2(2):56-61. doi: 10.12691/AJPHR-2-2-4
quality & safety, Healthcare Environments, leadership behaviour
This work is licensed under a Creative Commons Attribution 4.0 International License. To view a copy of this license, visit
[1] | Alvesson M, Karreman D (2000) Varieties of discourse: On the study of organizations through discourse analysis. Human Relations 53(9): 1125-49. |
|
[2] | Andreescu V, Vito G (2010) An exploratory study on ideal leadership behaviour: the opinions of American Police Managers. International Journal of Police Science and Management 12(4): 567-83. |
|
[3] | Barling J, Zacharatos A (1999) High performance safety systems: management practices for achieving optimal safety performance. Presented at 25th annual Meeting of the Academy of Management, Toronto, Canada. |
|
[4] | Bolden R, Gosling J, Marturano A, Dennison P (2003) Leadership Theory and Competency Frameworks. University of Exeter Centre for Leadership Studies, Exeter. |
|
[5] | Boland T, Fowler A (2000) A systems perspective of performance management in public sector organisations. Journal Public Sector Management 13: 417-46. |
|
[6] | Broadbent DG (2004) Maximising Safety Performancevia Leadership Behaviour. Available at: http://www.transformationalsafety.com/documents/Maximising_Safety_Performance_via_Leadership_NP.pdf (accessed). |
|
[7] | Burke C, Stagl K, Klien C, Goodwin, G, Salas E, Halpen S (2006) What type of leadership behaviors are functional in teams? A meta-analysis. Leadership Quart 17(3):288-307. |
|
[8] | Care Quality Commission (2011) Quality and Risk Profile. Care Quality Commission, London. |
|
[9] | Cassell C, Symon G (1999) Qualitative Methods in Organisational Research: A Practical Guide. 4th edn.Sage Publications Ltd, London: 15. |
|
[10] | Cohen MH (2007) What You Accept is What You Teach: Setting Standards for Employee Accountability. 2nd edn. Creative Healthcare Management, Minneapolis, MN: 52. |
|
[11] | Conger A, Toegel G (2002) A Story of Missed Opportunities: Grounded Leadership Theory and Research. Information Sage Publication, Greenwich, CT: 175-97. |
|
[12] | Cresswell JW (2007) Qualitative Inquiry and Research Design: Choosing Among Five Approaches. 2nd edn. Sage Publication India Limited, New Dehli. |
|
[13] | Davies H (2009) Measuring and Reporting on the Quality of Healthcare. NHS Quality Improvement Scotland, Edinburgh. |
|
[14] | Department of Health (2010) Robert Francis Inquiry report into Mid-Staffordshire NHS Foundation Trust. Deparmtnet of Health, London. |
|
[15] | Department of Health (2011) The Health and Social Care Bill. 21st October. Department of Health, London Dückers ML, Wagner C, Vos L, Groenewegen PP (2011) Understanding organisational development, sustainability, and diffusion of innovations within hospitals participating in a multilevel quality collaborative. Implement Sci 6: 18. |
|
[16] | Harter S, Snyder S, Lopez S (2002) Authenticity Handbook of Positive Psychology. Oxford University Press, London: 382-4. |
|
[17] | Hersey P, Blanchard K (1982) The Management of Organisational Behaviour. 4th edn. Prentice Hall, Englewood Cliffs, NJ. |
|
[18] | Ipsos MORI (2010) Engaging for success: a review of the Mcleod report. Office of the Public Sector Kew. |
|
[19] | Judge A, Piccolo R (2004) Transformational and Transformational and transactional leadership: a metaanalytic test of their relative validity. J Appl Psychol 89(5): 755-68. |
|
[20] | Kan M, Parry W (2004) Identifying paradox: A grounded theory of leadership in overcoming resistance to change. Leadership Quart 15: 467-91. |
|
[21] | Kennedy C, Mortimer D (2007) Risk management in IVF. Best Pract Res Clin Obstet Gynaecol 21(4): 691-712. |
|
[22] | King N, Horricks C (2010) Interviews in Qualitative Research. Sage Publications Ltd, London. |
|
[23] | Macleod D, Clarke N (2009) The Macleod Review. Macleod Report. Ofice of Public Sector Information, Kew. |
|
[24] | Marshall MN, Shekelle PG, Leatherman S, Brook RH (2000) The public release of performance data What do we expect to gain a review of evidence. JAMA 283(14): 1866-74. |
|
[25] | Marsh T (2003) Pillars of a safe society. Health and Safety Practitioner 21(2): 22-4. |
|
[26] | Merseyside Internal Audit Agency (2011) Essential Standards for Quality and Safety: How Well AreOrganisations Complying? MIAA, Liverpool. |
|
[27] | National Patient Safety Agency (2004) Seven Steps to Patient Safety: An Overview Guide. 2nd edn. NPSA, London. |
|
[28] | NHS Commissioning Board (2012) A Special Health Authority. Available at: www.commissioningboard.nhs. com (accessed 26 March 2012). |
|
[29] | Patel B, Chaussalet T, Millard P (2005) Balancing the NHS scorecard. Eur J Oper Res 185: 905-14. |
|
[30] | Pidgeon N, O’Leary M (1994) Organisational safety culture: implications for aviation. In: Johnston N McDonald N, Fuller R, eds. Applications of Psychology to the Aviation System. Avebury Aviation. |
|
[31] | Polit D, Hungler B (1999) Nursing Research Principles and Methods. 6th edn. Lippincott Williams and Wilkins, Hagerstown, MD. |
|
[32] | QSR International (2011) NIVIVO9 Data Base System. Available at: www.qsrinternational.com/products_nvivo.aspx (accessed 26 March 2012). |
|
[33] | Schofield H (2007) Embedding quality improvements and patient safety at Liverpool Women’s NHS Foundation Trust. Best Pract Res Clin Obstet Gynaecol 21(4) 593-607. |
|
[34] | Yammarino F, Dionne S, Schreiesheim C, Dansereau F (2008) Authentic leadership and positive organizational behavior: A meso multi-level perspective. Leadership Quart 19(6): 693. |
|