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Implementation evaluation of a leadership development intervention for improved family experience in a private paediatric care hospital, Pakistan
BACKGROUND: A study from a tertiary care center in Pakistan demonstrated that a leadership development intervention led to improved family experience of care outcomes. The objective of the current paper is to assess the implementation of this intervention and identify barriers and facilitators to in...
Autores principales: | , , , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
BioMed Central
2022
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9308933/ https://www.ncbi.nlm.nih.gov/pubmed/35870912 http://dx.doi.org/10.1186/s12913-022-08342-2 |
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author | Rasheed, Muneera A. Hussain, Ayesha Hashwani, Amin Kedzierski, Johannes T. Hasan, Babar S. |
author_facet | Rasheed, Muneera A. Hussain, Ayesha Hashwani, Amin Kedzierski, Johannes T. Hasan, Babar S. |
author_sort | Rasheed, Muneera A. |
collection | PubMed |
description | BACKGROUND: A study from a tertiary care center in Pakistan demonstrated that a leadership development intervention led to improved family experience of care outcomes. The objective of the current paper is to assess the implementation of this intervention and identify barriers and facilitators to inform sustainability and scalability. METHODS: A working group designed the intervention using a theory-of-change model to strengthen leadership development to achieve greater employee engagement. The interventions included: i) purpose and vision through purpose-driven leadership skills trainings; ii) engaging managers via on-the-job mentorship programme for managers, iii) employee voice i.e., facilitation of upward communication to hear the employees using Facebook group and subsequently inviting them to lead quality improvement (QI) projects; and iv) demonstrating integrity by streamlining actions taken based on routine patient experience data. Implementation outcomes included acceptability, adoption, fidelity across degree & quality of execution and facilitators & barriers to the implementation. Data analyzed included project documentation records and posts on the Facebook group. Analysis indicated acceptability and adoption of the intervention by the employees as178 applications for different QI projects were received. Leadership sessions were delivered to 455 (75%) of the employees and social media communication was effective to engage employees. However, mentorship package was not rolled out nor the streamlined processes for action on patient experience data achieved the desired fidelity. Only 6 QI projects were sustained for at least a year out of the 18 approved by the working group. Facilitators included leadership involvement, real-time recognition and feedback and value-creation through participation by national and international celebrities. Challenges identified were the short length of the intervention and incentives not being institutionalized. The authors conclude that leadership development through short training sessions and on-going communications facilitated by social media were the key processes that helped achieve the outcomes. However, a long-term strategy is needed for individual managerial behaviours to sustain. SUPPLEMENTARY INFORMATION: The online version contains supplementary material available at 10.1186/s12913-022-08342-2. |
format | Online Article Text |
id | pubmed-9308933 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2022 |
publisher | BioMed Central |
record_format | MEDLINE/PubMed |
spelling | pubmed-93089332022-07-25 Implementation evaluation of a leadership development intervention for improved family experience in a private paediatric care hospital, Pakistan Rasheed, Muneera A. Hussain, Ayesha Hashwani, Amin Kedzierski, Johannes T. Hasan, Babar S. BMC Health Serv Res Research BACKGROUND: A study from a tertiary care center in Pakistan demonstrated that a leadership development intervention led to improved family experience of care outcomes. The objective of the current paper is to assess the implementation of this intervention and identify barriers and facilitators to inform sustainability and scalability. METHODS: A working group designed the intervention using a theory-of-change model to strengthen leadership development to achieve greater employee engagement. The interventions included: i) purpose and vision through purpose-driven leadership skills trainings; ii) engaging managers via on-the-job mentorship programme for managers, iii) employee voice i.e., facilitation of upward communication to hear the employees using Facebook group and subsequently inviting them to lead quality improvement (QI) projects; and iv) demonstrating integrity by streamlining actions taken based on routine patient experience data. Implementation outcomes included acceptability, adoption, fidelity across degree & quality of execution and facilitators & barriers to the implementation. Data analyzed included project documentation records and posts on the Facebook group. Analysis indicated acceptability and adoption of the intervention by the employees as178 applications for different QI projects were received. Leadership sessions were delivered to 455 (75%) of the employees and social media communication was effective to engage employees. However, mentorship package was not rolled out nor the streamlined processes for action on patient experience data achieved the desired fidelity. Only 6 QI projects were sustained for at least a year out of the 18 approved by the working group. Facilitators included leadership involvement, real-time recognition and feedback and value-creation through participation by national and international celebrities. Challenges identified were the short length of the intervention and incentives not being institutionalized. The authors conclude that leadership development through short training sessions and on-going communications facilitated by social media were the key processes that helped achieve the outcomes. However, a long-term strategy is needed for individual managerial behaviours to sustain. SUPPLEMENTARY INFORMATION: The online version contains supplementary material available at 10.1186/s12913-022-08342-2. BioMed Central 2022-07-23 /pmc/articles/PMC9308933/ /pubmed/35870912 http://dx.doi.org/10.1186/s12913-022-08342-2 Text en © The Author(s) 2022 https://creativecommons.org/licenses/by/4.0/Open AccessThis article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ (https://creativecommons.org/licenses/by/4.0/) . The Creative Commons Public Domain Dedication waiver (http://creativecommons.org/publicdomain/zero/1.0/ (https://creativecommons.org/publicdomain/zero/1.0/) ) applies to the data made available in this article, unless otherwise stated in a credit line to the data. |
spellingShingle | Research Rasheed, Muneera A. Hussain, Ayesha Hashwani, Amin Kedzierski, Johannes T. Hasan, Babar S. Implementation evaluation of a leadership development intervention for improved family experience in a private paediatric care hospital, Pakistan |
title | Implementation evaluation of a leadership development intervention for improved family experience in a private paediatric care hospital, Pakistan |
title_full | Implementation evaluation of a leadership development intervention for improved family experience in a private paediatric care hospital, Pakistan |
title_fullStr | Implementation evaluation of a leadership development intervention for improved family experience in a private paediatric care hospital, Pakistan |
title_full_unstemmed | Implementation evaluation of a leadership development intervention for improved family experience in a private paediatric care hospital, Pakistan |
title_short | Implementation evaluation of a leadership development intervention for improved family experience in a private paediatric care hospital, Pakistan |
title_sort | implementation evaluation of a leadership development intervention for improved family experience in a private paediatric care hospital, pakistan |
topic | Research |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9308933/ https://www.ncbi.nlm.nih.gov/pubmed/35870912 http://dx.doi.org/10.1186/s12913-022-08342-2 |
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