Abstract Blair - Clinical Executive Leadership Behaviors Hospital Quality Initiative

Clinical Executive Leadership Behaviors and the Hospital Quality Initiative: Impact on Acute Care Hospitals

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TITLE Clinical Executive Leadership Behaviors and the Hospital Quality Initiative: Impact on Acute Care Hospitals
 
RESEARCHER Virginia S. Blair
School of Advanced Studies
University of Phoenix
Unpublished Doctoral Dissertation: November 2008

OBJECTIVE
The study investigated the impact of selected nurse-sensitive clinical measures of the Hospital Quality Initiative and the behavior of the clinical executive leader in acute care hospitals.

METHODOLOGY
Forty-eight clinical executive leaders from 12 different states, all members of the American Organization for Nurse Executives, volunteered for the study by participating in a web-based survey request. Most had 26-plus years of health care experience (76%), less than 10 years as a nurse executive (55%), were Caucasian (95%), and were employed with a community hospital with less than 300 beds (59%). Each completed the Leadership Practices Inventory. The researcher accessed the CMS Hospital Compare Web site to obtain the outcomes on the selected nurse-sensitive clinical measures.

KEY FINDINGS
The most frequently engaged in leadership practice was Enable, with Model and Encourage next, and then Inspire and Challenge. Generally, regression analysis failed to reveal any significant relationships between the five leadership practices and nurse sensitive measures like heart attack patients given smoking cessation advice and counseling.

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