Functional framework for change leaders: results of a qualitative study

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dc.citation.firstpage207en_US
dc.citation.journalTitleBMJ Leaderen_US
dc.citation.lastpage213en_US
dc.citation.volumeNumber4en_US
dc.contributor.authorWoods, Amanda L.en_US
dc.contributor.authorLuciano, Margaret M.en_US
dc.contributor.authorAloia, Thomas A.en_US
dc.contributor.authorGottumukkala, Vijayaen_US
dc.contributor.authorSalas, Eduardoen_US
dc.date.accessioned2021-03-04T20:36:17Zen_US
dc.date.available2021-03-04T20:36:17Zen_US
dc.date.issued2020en_US
dc.description.abstractBackground: Healthcare organisations are increasingly placing the onus on care providers to lead change initiatives to improve patient care. This requires care providers to perform tasks in addition to their core job roles and often outside of their formal training. The existing literature provides few insights regarding the functions required of change leaders in healthcare organisations. Objective: To identify the core functions required of effective change leaders in healthcare organisations. Design: Qualitative interview study. Participants: Data were collected from semistructured interviews with 31 individuals employed by a large cancer centre in a variety of different positions (eg, surgeons, anaesthesiologists, nurse anaesthetists, nurses, project consultants and research coordinators) who had been involved in successful quality improvement initiatives. Results: Using inductive content analysis, we identified six core pillars of leading change, which are supported by a foundation of effective communication. Within these six pillars, there were 12 functions, including explain why, demonstrate value, create consensus, align efforts, generate enthusiasm, motivate commitment, institute structure, explain how, facilitate taskwork, promote accountability, enable adjustment and sustain effort. Our model offers unique insights on leading sustainable change in healthcare organisations. Conclusion: Using inductive content analysis of semistructured interviews, we have identified 12 important change leader functions and have organised them into a conceptual framework for leading change in healthcare. Individuals involved in leading change initiatives or developing training programmes to help others become effective change leaders can use this framework to ensure they are comprehensively addressing the necessary tasks for sustainable change.en_US
dc.identifier.citationWoods, Amanda L., Luciano, Margaret M., Aloia, Thomas A., et al.. "Functional framework for change leaders: results of a qualitative study." <i>BMJ Leader,</i> 4, (2020) BMJ: 207-213. http://dx.doi.org/10.1136/leader-2020-000237.en_US
dc.identifier.doihttp://dx.doi.org/10.1136/leader-2020-000237en_US
dc.identifier.urihttps://hdl.handle.net/1911/110133en_US
dc.language.isoengen_US
dc.publisherBMJen_US
dc.rightsArticle may be subject to US copyright law. Please refer to the publisher's site for terms of use.en_US
dc.titleFunctional framework for change leaders: results of a qualitative studyen_US
dc.typeJournal articleen_US
dc.type.dcmiTexten_US
dc.type.publicationpublisher versionen_US
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