UVicSpace

A Tale of Two Sites: Lessons on Leadership from the Implementation of a Longterm Care Delivery Model (CDM) in Western Canada

Show simple item record

dc.contributor.author Cloutier, Denise
dc.contributor.author Cox, Amy
dc.contributor.author Kampen, Ruth
dc.contributor.author Kobayashi, Karen
dc.contributor.author Cook, Heather
dc.contributor.author Taylor, Deanne
dc.contributor.author Gaspard, Gina
dc.date.accessioned 2018-12-19T05:42:40Z
dc.date.available 2018-12-19T05:42:40Z
dc.date.copyright 2016 en_US
dc.date.issued 2016-01
dc.identifier.citation Cloutier, D., Cox, A., Kampen, R., Kobayashi, K., Cook, H., Taylor, D. & Gaspard, G. (2016). A Tale of Two Sites: Lessons on Leadership from the Implementation of a Long-term Care Delivery Model (CDM) in Western Canada. Healthcare, 4(1), 3. https://doi.org/10.3390/healthcare4010003 en_US
dc.identifier.uri https://doi.org/10.3390/healthcare4010003
dc.identifier.uri https://dspace.library.uvic.ca//handle/1828/10421
dc.description.abstract Residential, long-term care serves vulnerable older adults in a facility-based environment. A new care delivery model (CDM) designed to promote more equitable care for residents was implemented in a health region in Western Canada. Leaders and managers faced challenges in implementing this model alongside other concurrent changes. This paper explores the question: How did leadership style influence team functioning with the implementation of the CDM? Qualitative data from interviews with leadership personnel (directors and managers, residential care coordinators and clinical nurse educators), and direct care staff (registered nurses, licensed practical nurses, health care aides, and allied health therapists), working in two different facilities comprise the main sources of data for this study. The findings reveal that leaders with a servant leadership style were better able to create and sustain the conditions to support successful model implementation and higher team functioning, compared to a facility in which the leadership style was less inclusive and proactive, and more resistant to the change. Consequently, staff at the second facility experienced a greater sense of overload with the implementation of the CDM. This study concludes that strong leadership is key to facilitating team work and job satisfaction in a context of change. en_US
dc.description.sponsorship This research received funding from the Michael Smith Foundation for Health Research and in-kind support from the health authority in western Canada. We also wish to thank the staff, and residents and families in the health region for their time and participation in this study. en_US
dc.language.iso en en_US
dc.publisher Healthcare en_US
dc.subject care delivery model en_US
dc.subject leadership en_US
dc.subject direct care staff en_US
dc.subject long-term care en_US
dc.subject team work en_US
dc.subject change management en_US
dc.title A Tale of Two Sites: Lessons on Leadership from the Implementation of a Longterm Care Delivery Model (CDM) in Western Canada en_US
dc.type Article en_US
dc.description.scholarlevel Faculty en_US
dc.description.reviewstatus Reviewed en_US


Files in this item

This item appears in the following Collection(s)

Show simple item record

Search UVicSpace


Browse

My Account

Statistics

Help