Abstract
This chapter presents the findings from a 3-year research study examining the impact of the Leadership in Compassionate Care (LCC) Programme undertaken in Scotland. The study led to the development of a conceptual model for strengthening organisational capacity for the delivery of compassionate care. This model recognises compassionate care as focussing on meeting the needs of patients, relatives and staff. The study revealed that embedding and sustaining compassionate care were strongly influenced by work environment and organisational context; these two elements are examined in terms of their impact on the sustained adoption of the LCC Programme’s aims. Findings suggest that establishing a sustained culture of compassionate care demands strategic vision and investment in a local infrastructure that supports relationship-centred care, practice development and effective leadership at all levels. The most influential aspects of organisational context were strategic buy-in, leadership style, support from charge nurses and clinical nurse managers and an appreciative facilitation approach by the LCC Programme team.
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