Abstract
Investment in voluntary partnerships raises important questions: Should we invest in collaboration in moving toward the goals of health system redesign? What makes collaborative groups effective? Given the voluntary nature of these partnerships, membership perceptions of their experiences and the partnership's effectiveness should be important predictors of success. This article provides a preliminary analyses of perceived effectiveness of participants' perceptions of their own partnership, particularly focusing on leadership, conflict management, decision-making dynamics, and the breadth and depth of partnership membership. Members' perceptions that the partnership membership was "sufficiently broad to accomplish objectives" had a negative and highly significant relationship to perceived effectiveness. Members' perceptions about leadership being ethical was positively related to perceived effectiveness while perceptions that the leadership was not effective a keeping the group focused was negatively related to perceived effectiveness.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
