Abstract
To investigate relationships among flexible and hierarchical organizational cultures, quality improvement domains, and authentic leadership competencies in Canadian healthcare facilities. Observational cross-sectional study conducted in Alberta, Canada. Nurse managers (n=226) completed a survey including validated measures of organizational culture, quality improvement and authentic leadership. Data were analyzed using descriptive statistics, Spearman's correlation coefficient and Chi-squared test (p<0.05). Quality improvement through accreditation is related to organizational culture and authentic leadership. We saw a propensity for participants who reported working in a more flexible culture also reported greater quality improvement implementation and authentic leadership practices. This study assessed and reported the relationships between flexible organizational cultures, quality improvement through the accreditation process, and authentic leadership practices of healthcare managers. Flexible organizational cultures influence the adoption of authentic leadership, participatory management model and also improves quality.
Highlights
The improvement of hospital quality has been widely emphasized by healthcare systems, which seek to offer quality care to patients
The seven dimensions of the Quality Improvement Implementation Survey II” (QIIS) and the eight dimensions of Authentic Leadership Questionnaire (ALQ) were calculated by the aggregation of their respective questions by means of medians’ calculation
Twenty-four questionnaires were excluded from the sample because respondents had five or more missing data (9 or blank) in the QIIS, and 226 (14.1%) usable questionnaires constituted the final sample
Summary
The improvement of hospital quality has been widely emphasized by healthcare systems, which seek to offer quality care to patients. Despite the significant growth of accreditation programs, knowing whether and how these programs have affected the quality of healthcare services has been a challenge for certification agencies, governments, society, and healthcare services[2](Alkhenizan & Shaw, 2011). Effective organizational capabilities, such as leadership, management model and culture, are essential components of quality improvement in healthcare facilities and work as the catalysts for accreditation programs[3]. Organizational culture and the management model adopted by the institution are strongly related, which means that more traditional management models lead to hierarchical control and organizational values of control, stiff competition and individualism[10]
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