Welcome to Leadership in the Literature, a roundup of recent articles/multimedia on leading and managing from Allina Health Library Services
- Health care leadership in the AI era: A seventh test for the decade | Lee - 2024 | NEJM Catalyst
AI poses challenges and opportunities that require qualitative change in the skills of leaders of health care organizations. It remains essential that leaders have expertise in operational excellence and strategy, but now they must add management of “breakthrough innovation” and leadership of the culture change necessary to take full advantage of AI. AI has the potential to help address several of the “problems with no solution” that currently challenge health care. Leaders who can move quickly and effectively will bring their organizations important competitive advantage.
- Effectiveness of individual-based strategies to reduce nurse burnout: An umbrella review. | Hsu - 2024 | Journal of Nurse Management
This umbrella review aims to comprehensively synthesize and analyze the findings of available systematic reviews on the effectiveness of individual-based strategies for reducing nurse burnout occurring in hospital-based settings.
- Work-related impacts on doctors' mental health: A qualitative study exploring organisational and systems-level risk factors| Lunnay - 2024 | BMJ Open
This study highlights how doctors experience layers of interconnected factors that compromise their mental health but over which they have very little control. Interventions must therefore address these issues at organisational and systemic levels, for which starting points evident within our data are identified.
- We're still lonely at work | Noonan Hadley - 2024 | Harvard Business Review
(Available in MN only, email library@allina.com for a copy outside of MN)
In recent years, the huge impact that work loneliness is having on healthcare costs, absenteeism, and turnover has received widespread attention. Despite growing awareness, the problem remains, with one in five employees worldwide feeling lonely at work. In this article, the authors debunk myths about work loneliness, such as the belief that in-person work or team assignments can solve the issue. They emphasize that loneliness is not just a personal problem but also an organizational one, influenced by the work environment. Practical actions that employers can take to reduce work loneliness include measuring loneliness, designing slack in workflows, creating a culture of connection, and building social activities into the rhythm of work. Simple activities like communal lunches and happy hours are particularly appreciated by employees of all types. Work loneliness is an epidemic, but a cure is within reach, the authors contend. By helping employees make social connections, companies build a happier, healthier, and more productive workforce.
- Characteristics of leadership competency in nurse managers: A scoping review | Perez-Gonzalez- 2024 | Journal of Nursing Management
This article aims to identify the characteristics of leadership competency for the nurse manager and describe the most cited leadership styles in the literature.
- Implementing anti-racism interventions in healthcare settings: A scoping review | Hassan - 2024 | International Journal of Environmental Research and Public Health
To manage the employee experience, leaders must deeply understand employees' perceptions, feelings, and desires and respond thoughtfully. This is particularly crucial when immense resources are invested in gathering employee feedback through pulse surveys, town halls, and data scraping from internal communications. But leaders are often overwhelmed by the data and struggle to translate it into actionable insights. The authors conducted detailed interviews with executives and HR leaders from more than 20 multinational companies in sectors such as technology, financial services, and consumer goods. Their work reveals that although technology has simplified the collection of data, the real challenge lies in making sense of it and integrating it into a coherent strategy
- Practice being a leader with vision | Steinbock - 2024 | Journal of Continuing Education in Nursing
Successful leaders who consistently make great decisions are skilled at seeing and considering a
diverse set of options. This column explores how maintaining a broad field of vision helps leaders recognize possibilities and offers an exercise for practicing and developing this skill
Welcome to Leadership in the Literature, a roundup of recent articles/multimedia on leading and managing from Allina Health Library Services
The argument about whether leadership style affects nurses’ job satisfaction is centered around the impact of different leadership styles on the work environment and the quality of care provided by nurses. Therefore, this review was primarily aimed at assessing the impact of transformational leadership style on the job satisfaction of hospital nurses.
The What Matters to Staff programme was designed at the Royal Free Hospital to address a key priority of improving workforce well-being. The initial aim was to set up a programme that responded to what mattered to staff and could be spread to 70 teams across the hospital within 2 years. Over the past 2 years, the programme has given staff the opportunity to have their voice heard and has supported leaders to ask, listen and do what matters most for their teams. This has led to improved workforce metrics and the programme being widely scaled and spread.
(Available in MN only, email library@allina.com for a copy outside of MN)
The authors, a former CEO of Procter & Gamble and a former dean of the Rotman School, respectively, frequently find themselves sitting across the table from overwhelmed leaders. These executives are trying to improve or turn around an organization or the piece of it they head. They all face a long—and typically lengthening—list of important items on their to-do lists. They all understand that the job of a leader involves working intensely hard. But for many of them the current state feels like too much—and it's getting worse. The problem here is that whereas a company can always expand capacity to meet increasing demand, a leader's hours are constrained by nature: As the saying goes, there are only so many hours in a day. Many leaders think they can get more done if they simply work harder and longer. But in due course they tire, their overall productivity falls, and they risk burning themselves out and exiting. In this article the authors, drawing on their own experience and that of CEOs they have advised, explain how to escape that trap.
Feeling valued is a striking mitigator of burnout yet how to facilitate healthcare workers (HCWs) feeling valued has not been adequately studied. This study discovered factors relating to HCWs feeling valued so leaders can mitigate burnout and retain their workforce.
To manage the employee experience, leaders must deeply understand employees' perceptions, feelings, and desires and respond thoughtfully. This is particularly crucial when immense resources are invested in gathering employee feedback through pulse surveys, town halls, and data scraping from internal communications. But leaders are often overwhelmed by the data and struggle to translate it into actionable insights. The authors conducted detailed interviews with executives and HR leaders from more than 20 multinational companies in sectors such as technology, financial services, and consumer goods. Their work reveals that although technology has simplified the collection of data, the real challenge lies in making sense of it and integrating it into a coherent strategy.
The increasing pace of healthcare transformation places emphasis on how to enact it. However, there is a difference between healthcare commentators and policymakers regarding preferred change management practice; policy guidance is rooted in diagnostic practices, whereas commentators suggest that dialogic is a more appropriate practice for ensuring success. What is missing from this debate is evidence to inform whether commentators’ suggestions will increase the likelihood of successful transformation outcomes. This study presents a systematic review of change management practices and outcomes, identifying 10 papers that report on 292 cases of transformation. It finds broad support that dialogic increases the likelihood of successful transformation, providing supporting evidence for updating healthcare policy and practice.
(Available in MN only, email library@allina.com for a copy outside of MN)
Process management, which swept the business world in the 1990s and then fell out of favor, is experiencing a renaissance, thanks to AI. The two reinforce each other: AI helps firms significantly scale up improved processes, and well-managed processes make it easier to obtain the high-quality data needed to train AI. Combining them can generate huge productivity gains—but it requires a lot of change management. In this article the authors outline seven steps companies can follow to bring together people, data, analytics, and technology—in particular, AI—to revamp processes and achieve increasingly higher business performance
Multimedia
This discussion highlights the importance of recognizing that everyone can engage in leading within their roles, while also addressing the crucial skills of followership and the need for clarity in leadership roles to foster effective teamwork and improve patient outcomes.
We humans are a social species, and so it’s not surprising that we care a lot about what other people think of us. It’s also not surprising that many of us stumble when we try to manage others’ views of us. This week, organizational psychologist Alison Fragale explains why that is, and offers better ways to win friends and influence people.
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