Hospital leadership for quality: theory and practice: II. Quality performance evaluation.

Abstract

Hospitals need excellent leadership to be efficient in the use of scarce stakeholder resources and to be effective in the competitive provision of services to multiple customers. This paper is the second report on a study conducted with cooperation of the executive team at a large government-funded hospital in Brisbane, Australia. The overall study focused on linking the leadership concepts and attributes of the members of the executive with an overall evaluation of quality practice in the hospital. The first paper reported the leadership results. This paper reports the quality practice and its links with leadership. The study revealed use of data, understanding of processes and the formation of supplier partnerships as the areas of hospital activity most limiting the ability to improve. Little impact of leadership attributes was found, contrary to studies conducted elsewhere. This may be due to the strong influence of different professional groups within the hospital, since domains of leadership influence largely coincided with these groups.