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Exploring healthcare leadership deve...

Heinrich, Paul.

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Exploring healthcare leadership development (LD) in Ontario hospitals: A mixed methods study.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Exploring healthcare leadership development (LD) in Ontario hospitals: A mixed methods study./
作者:	Heinrich, Paul.
面頁冊數:	67 p.
附註:	Source: Masters Abstracts International, Volume: 54-04.
Contained By:	Masters Abstracts International54-04(E).
標題:	Educational leadership. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=1585837
ISBN:	9781321652949

Exploring healthcare leadership development (LD) in Ontario hospitals: A mixed methods study.
Heinrich, Paul.

Exploring healthcare leadership development (LD) in Ontario hospitals: A mixed methods study. - 67 p.

Source: Masters Abstracts International, Volume: 54-04.

Thesis (M.Ed.)--Nipissing University (Canada), 2015.

The purpose of this mixed methods explanatory study was to explore the factors contributing to effective leadership development (LD) programs within Ontario hospitals. The overarching question grounding the study was the following: How are the factors that characterize effective leadership development programs evident in the leadership development (LD) programs of Ontario hospitals? More specifically, how are transformational learning, situated learning, inter-professional collaboration, and assessment used in the LD programs of Ontario hospitals? Findings were based on 49 surveys and 10 semi-structured interviews.

ISBN: 9781321652949Subjects--Topical Terms:

529436
Educational leadership.

Exploring healthcare leadership development (LD) in Ontario hospitals: A mixed methods study.
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500 $a Advisers: Lorraine Carter; Maria Cantalini-Williams.
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520 $a The purpose of this mixed methods explanatory study was to explore the factors contributing to effective leadership development (LD) programs within Ontario hospitals. The overarching question grounding the study was the following: How are the factors that characterize effective leadership development programs evident in the leadership development (LD) programs of Ontario hospitals? More specifically, how are transformational learning, situated learning, inter-professional collaboration, and assessment used in the LD programs of Ontario hospitals? Findings were based on 49 surveys and 10 semi-structured interviews.
520 $a Only 22.9% of the hospitals represented in the study have had LD programs in place for longer than 5 years; 20.8% of programs were less than a year old. This finding demonstrates the relative newness of LD programs within Ontario hospitals. The majority percentage of respondents indicated that the LD program occurred in an inter-professional context, targeted transformative learning as a goal, and used situated learning. Participant assessment was reported to be in place for most programs. Few hospitals have assessment tools that measure LD program effectiveness given the complexity of the leadership development.
520 $a Analysis of the survey and interview data elucidates several important themes. At the structural level, the most significant is the challenge of minimal physician involvement in LD programs as well as issues of support and role modelling by senior administration in relation to LD. At the educational programmatic levels, the key findings included: embedding the learning through application to real work problems, co-creation of curriculum by participants and creating interprofessional cohorts.
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