Evidence map›Paper›PMID 34346663›Full record

ArticleLeadership in health services (Bradford, England)2021

Leadership and community healthcare reform: a study using the Competing Values Framework (CVF).

Debra O'Neill, Jan De Vries, Catherine M Comiskey

Abstract read
In one paragraph

Article in Leadership in health services (Bradford, England), 2021. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.

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0citing papers in PubMed
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1 · What the graph read from it

What it found

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2 · The registry

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3 · Its place in the literature

Who cites it

0 citing papers in PubMed.

No citing paper in PubMed yet.

4 · The record

Corrections and comments

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5 · Who and what money

Authors and funding

3 authors.

Debra O'NeillCentre for Practice and Healthcare Innovation, Trinity College, The University of Dublin, Dublin, Ireland.
Jan De VriesSchool of Nursing and Midwifery, Trinity College, The University of Dublin, Dublin, Ireland.
Catherine M ComiskeySchool of Nursing and Midwifery, Trinity College, The University of Dublin, Dublin, Ireland.

Funding

No grant is acknowledged in the PubMed record.

6 · The paper itself

Abstract

purposeThe Health Service Executive in Ireland seeks to further develop healthcare in the community. It has identified that this reform requires developing leadership amongst the staff. This study aims to identify what kind of leadership staff in community healthcare observe in practice and their leadership preferences. The core objective has been to identify the readiness of the organisation to implement the adopted national policy of integrated community care reform in terms of leadership development. DESIGN/METHODOLOGY/APPROACH: An online cross-sectional survey was conducted using the Organisational Cultural Assessment Instrument, based on the Competing Values Framework. This tool identifies four overarching leadership types: Clan (Collaborative), Adhocracy (Creative), Market (Competitive) and Hierarchy (Controlling). Participants (n = 445) were a representative sample of regional community health care employees. They were asked to identify presently observed leadership and preferred leadership in practice. The statistical analysis emphasised a comparison of observed and preferred leadership types.

findingsParticipants reported the current prevailing leadership type as Market (M = 34.38, SD = 6.22) and Hierarchical (M = 34.38, SD = 22.62), whilst the preferred or future style was overwhelmingly Clan (M = 40.38, SD = 18.08). Differences were significant (all ORIGINALITY/VALUE: During reform in healthcare, leadership in practice must be aligned to the reform strategy, demonstrating collaboration, flexibility and support for innovation. This unique study demonstrates the importance of examining leadership type and competencies to indicate readiness to deliver national community health care reform.

Indexed as

Health Care ReformLeadershipCommunity Health ServicesCross-Sectional StudiesDelivery of Health CareHumansCommunity health careCompeting values frameworkHealth-care leadershipHealth-care reform

Identifiers

PMID34346663
PMCPMC8956208

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LicenceCC BY
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Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.