What Does it Take to Lead Change? A Qualitative Approach to Identifying Change Leader Functions and Competencies

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dc.contributor.advisorSalas, Eduardoen_US
dc.creatorWoods, Amanda Leeen_US
dc.date.accessioned2019-05-17T19:16:06Zen_US
dc.date.available2019-05-17T19:16:06Zen_US
dc.date.created2019-05en_US
dc.date.issued2019-04-19en_US
dc.date.submittedMay 2019en_US
dc.date.updated2019-05-17T19:16:06Zen_US
dc.description.abstractFor both the financial and physical health of the United States, there is an urgent need to improve the quality of patient care. Numerous evidence based practices exist that would improve the quality of patient care, however health care organizations struggle to implement them. Health care organizations often place the onus for successful change implementation on the care providers. However, implementing change involves unique functions that fall outside the care provider’s core job role. As care providers are asked to become change leaders, training will be an important part of the transformation. As the first step to developing such a training program, I sought to understand what it takes to lead change. I conducted semi-structured interviews with 31 care providers from a variety of different professions (e.g., doctors, nurses) that were currently or previously involved in implementing change. The interviews focused on three core questions: 1) what functions are needed to effectively lead change; 2) what knowledge, skills, and abilities (KSAs) are needed to perform each of the change leadership functions; and 3) whether the importance of the functions varies across the change process. Together these three questions contribute to building theory on how to lead change and offer practical insight for change leader training development. Utilizing inductive content analysis, I discovered six core pillars of leading change, which were supported by a foundation of effective communication. Within these six pillars, there are 12 functions and 34 KSAs. The data also revealed some variance in the importance of certain functions at different times in the change implementation process. The theoretical and practical implications of this study are discussed, followed by the limitations and directions for future research.en_US
dc.format.mimetypeapplication/pdfen_US
dc.identifier.citationWoods, Amanda Lee. "What Does it Take to Lead Change? A Qualitative Approach to Identifying Change Leader Functions and Competencies." (2019) Master’s Thesis, Rice University. <a href="https://hdl.handle.net/1911/106012">https://hdl.handle.net/1911/106012</a>.en_US
dc.identifier.urihttps://hdl.handle.net/1911/106012en_US
dc.language.isoengen_US
dc.rightsCopyright is held by the author, unless otherwise indicated. Permission to reuse, publish, or reproduce the work beyond the bounds of fair use or other exemptions to copyright law must be obtained from the copyright holder.en_US
dc.subjectLeadershipen_US
dc.subjectChange Implementationen_US
dc.subjectLeading Changeen_US
dc.subjectOrganizational Changeen_US
dc.subjectHealthcareen_US
dc.titleWhat Does it Take to Lead Change? A Qualitative Approach to Identifying Change Leader Functions and Competenciesen_US
dc.typeThesisen_US
dc.type.materialTexten_US
thesis.degree.departmentPsychologyen_US
thesis.degree.disciplineSocial Sciencesen_US
thesis.degree.grantorRice Universityen_US
thesis.degree.levelMastersen_US
thesis.degree.nameMaster of Artsen_US
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