ArticleJournal of nursing management2026
Rethinking Middle Management in Residential Aged Care: Evaluation of a Dyad House Leadership Model Intervention.
Article in Journal of nursing management, 2026. 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
5 authors.
Funding
Abstract
backgroundNew leadership models in Australian aged care facilities are required to respond to increasing demands, decreasing supply of talent and more complex care clients.
aimIn this study, we cocreated and evaluated a dyad house leadership model across three residential aged care sites in South Australia using a pre-post intervention methodology.
methodsData were collected over three time periods. We first interviewed employees (n = 28), families (n = 8) and residents (n = 8), then conducted 90 h of observations across 9 leaders. Three codesign sessions were then held to cocreate the solution. The intervention (a dyad house leadership model) was trialled for 6 months. We then evaluated by conducting interviews with employees (n = 21 mid and n = 28 post), families (n = 6 mid, and n = 8 post) and residents (n = 8 mid and n = 13 post) and observations with leaders (n = 32 h mid, n = 96 h post).
resultsParticipants reported improved role clarity, career progression, wellbeing and perceptions of quality of care alongside greater satisfaction with communication and care; however, some clinicians perceived some risks to their career progression. At the 6-month point, no significant changes were found in the counts of hospitalisation, client incidents and average call-bell response time.
conclusionDyad house leadership represents promising middle-management model for residential aged care, with potential to improve role clarity, redistribute operational workload and expand leadership capacity. Successful implementation requires clearly defined clinical and nonclinical accountabilities, and careful attention to clinical governance and succession planning. IMPLICATIONS FOR NURSING MANAGEMENT: Effective dyad leadership requires both deliberate career infrastructure and structures that enable clinical and nonclinical leaders to work together effectively. Clear progression pathways, reporting relationships, role transitions and shared ways of working can help broaden the leadership pipeline while preserving clinical career trajectories and reducing traditional silos.
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.