ArticleJournal of healthcare leadership2025
Perceptions of Organisational Readiness for Change in Nurse- and Midwifery-Led Quality Improvement Initiatives.
Article in Journal of healthcare leadership, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
What it found
Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.
The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
0 citing papers in PubMed.
No citing paper in PubMed yet.
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
6 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Introduction: Perceived organizational readiness is vital to nurses' and midwives' success in leading quality improvement, yet little is known about their perceptions. This study assessed perceived organizational readiness for change among 30 nurse and midwife leaders in leading quality improvement projects following a 9-month academic leadership fellowship with the Global Leadership in Nursing and Midwifery program at the University of Global Health Equity, Kigali, Rwanda. Methods: Using a quantitative cross-sectional design, we assessed sociodemographic characteristics and perceived organizational readiness of nurses and midwives who had implemented a quality improvement initiative at their workplace following the training. Participants completed the original, validated Organizational Readiness for Implementing Change (ORIC) questionnaire, which assesses perceived readiness, commitment, and efficacy, demonstrating high reliability (Cronbach's α =0.96). Data analysis was facilitated by RStudio and summarized using descriptive statistics. Results were presented in tables and charts to illustrate readiness levels across participants. Results: Only 50% of the nurses and midwives perceived their organization as being supportive. There was an overall moderately to high perceived readiness score of 49 out of 60, with a higher median perception of change efficacy of 29 out of 35 among the nurses. The nurses had a lower agreement on their organizational motivation, organizational ability to get people to invest in change, and the ability to navigate internal politics. Prior experience with implementing QI in their organization, and perceived organizational supportive cultures were associated with higher readiness scores. Conclusion: While training enhances nurses and midwifery leaders' confidence in leading QI initiatives, their implementation and sustainability require more than individual capability. Organizational commitment by ensuring supportive structures and resource alignment is essential. Leadership can operationalize readiness by fostering nurse leadership development and supportive environments that address systemic barriers. These findings advance nursing and midwifery leadership frameworks and inform future readiness assessments in healthcare.
Indexed as
Identifiers
What OpenQuestion holds
Registered trials
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.